Evaluation of the Effectiveness
of an Initiative to Develop Leadership
Skills among Women in Africa:
A Case Study
Evaluation of the Sisters Leadership Development Initiative (SLDI)
By Jane M. Wakahiu Lsosf, Ph. D.
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Challenge to Leadership in subSaharan Africa
 frequent political instability, few social services,
limited technological networks, inequality in
resource management and distribution
(Collier,2007; Ochola, 2007; Moss, 2007).
 Study of 213 countries, more women leaders,
more women are mentors and role models
(Bullogh, 2006)
 No studies have empirically examined:
leadership development; management
experiences and performance of women
religious.
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The Sisters Leadership
Development (SLDI) Program
 Initiated in 2007 with a $2 million grant
from the Conrad Hilton Foundation
 Leadership needs, essential tracks and
competencies are were delineated.
 Trainee and instructors recruited and
program commenced in five countries
(Ghana, Kenya, Nigeria, Uganda,
Tanzania)
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Purpose
The purpose of this qualitative case
study was to evaluate the Sisters
Leadership Development Initiative
(SLDI) program.
oDetermine
o impact
o effectiveness
o changes that resulted
oAssess the pedagogical practices
oDescribe sustainability strategies
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Objectives of the SLDI Program
 Transfer knowledge and skills
 Encourage creative and effective practices
 Identify, mobilize resources
 Expand knowledge of development issues
 Enhance skills in human relations
 Develop skills in strategic planning
 Ensure sustainability of the projects
SLDI Program Handbook, 2007
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Research Questions
1. Have the goals and objectives of the SLDI
program been attained?
a. Program delivery model match initial strategy
b. Most effective pedagogical strategies
2. What is the impact of the SLDI program on the
ministries of the participants?
a. Projects evolved and benefits of the program
to stakeholders?
3. Are strategies in place to sustain the program for
the future?
a. What are perceived lasting effects and plans
for the continuity of the program?
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Theoretical perspective
Culture software
of the Mind
(Hofstede, 2005)
Transformational
leadership (Bass
1985)
Rogers, 2003
Diffusion of Innovation
(Rogers, 2003
SLDI Theoretical Perspective Model
• Program design
• Curriculum
• Instructional design
• Trainees characteristics
• Funding
• Theory - Practice - Theory
• Culturally relevant content
• Praciical teaching methods
• Trainee motivation
Basic
Components
Process
TRANSFORMATION
Theory
• Culture software of the
mind (Hofstede et al, 2005)
• Transformational
leadership (Bass, 1985)
• Diffusion of Innovation
(Rogers, 2005)
Impacts
• Individual
• Organizational
• Community/Societal
• Program Sustainability
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Methodology
 Research design qualitative case study. Indepth exploration of the context,
perspectives, and details of the activities
 Participants - Kenya, Uganda, Tanzania,
Ghana, Nigeria and United States
 Interviewees (45)
• 32 trainees
• 10 instructors
• 3 administrators
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Data recording and processing
 Face-to-face and
phone interviews
 Site-visit
observations
 Document analysis
 Field notes, taperecorded interviews
 Transcribed verbatim
 Excel data base
 “Conversing” with
data
 Open-coding
 Axial-coding
categories w/subcategories
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Findings
Percent trainee participants by country of origin
Nigeria
13%
Ghana
12%
Tanzania
19%
Kenya
34%
Finance
25%
Uganda
22%
Project
Manageme
nt
34%
Administrat
ive
41%
Percent trainee participants by track
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Percent trainee level of education
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Total enrollment and graduation by country
96 % retention rate was reported and 93% graduation rate.
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Funds Raised by Country
Nigeria
9%
Ghana
11%
Tanzania
7%
Kenya
55%
Uganda
18%
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Community Transformation
Improved farming
methods
Water reservoir
 sinking wells,
defloridation
 Improved farming
 job creation
www
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Conclusions
 Leadership proficiency created transformation;
women agents of change.
 Meaningful pedagogical practices encourage
skills transfer to workplaces
 Mentoring enhanced skills transfer and is a
sustainable strategy
 Program effects, change in management,
increase in individual leadership insights led to
societal change
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 Leadership training provided a “moral
campus” - building confidence and selfefficacy
 Leadership program a favorable
investment for women empowerment in
the sub-Saharan Africa
 Reframe organizations by adopting best
leadership practice
 Innovative programs and projects and use
of technology for change
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Evaluation of the Effectiveness
of an Initiative to Develop Leadership Skills among Women in
Africa:
A Case Study
Questions
Jane Wakahiu, Lsosf, Ph. D.
African Sisters Education Collaborative (ASEC) &
Sisters Leadership Development Initiative (SLDI)
Marywood University
jwakahiu@marywood.edu
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