Giving Direction and Clarity to Conservation Leadership

Bruyere, Brett L.

doi:10.1111/conl.12174

Cited by 36 publications

(52 citation statements)

References 14 publications

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“…Research has attempted to define conservation leadership, but many qualities and competencies remain unclear (Bruyere 2015. Here, we defi e leade ship o pete ies as skills, eha iou s, attitudes and judgements that are required to guide individuals or groups towards a common goal.…”

Section: Introductionmentioning

confidence: 99%

Interpersonal competencies define effective conservation leadership

Englefield

Black

Copsey

et al. 2019

Biological Conservation

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Effective leadership is considered essential for conservation success, but there is currently not enough understanding of what conservation leaders are doing, and what they should be doing, in order to be effective. Other sectors, such as health, commerce, education, industry and the military have studied leadership for decades, and have a good knowledge of particular styles and suitable instruments for measuring leadership effectiveness. This study uses the perspectives of conservation professionals through interviews, a focus group and an online survey, to help develop a more comprehensive picture of the role of leaders, and leadership, within the discipline. The study concludes that competencies that relate to interpersonal leadership skills are key for effectiveness, particularly building trust amongst followers. However, leaders in conservation are not showing these to the same extent as they are showing more technical skills. Future conservation training schemes should incorporate these competencies to ensure leaders are effective. Greater understanding can help inform conservation professionals who wish to invest in leadership development schemes to improve effectiveness across conservation initiatives.

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Section: Introductionmentioning

confidence: 99%

Interpersonal competencies define effective conservation leadership

Englefield

Black

Copsey

et al. 2019

Biological Conservation

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“…Despite the acknowledged role of leadership in conservation, the sector has been relatively slow to adopt evidence-based models of good leadership practices from other sectors (Manolis et al, 2009). There have been attempts to bring greater clarity and definition to what is actually meant by leadership in various conservation contexts (Bruyere, 2015).…”

Section: Thematic Area 3: Effective Leadership and Strong Organizationsmentioning

confidence: 99%

Capacity building for conservation: problems and potential solutions for sub-Saharan Africa

O’Connell

Nasirwa

Carter

et al. 2017

Oryx

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To achieve their conservation goals individuals, communities and organizations need to acquire a diversity of skills, knowledge and information (i.e. capacity). Despite current efforts to build and maintain appropriate levels of conservation capacity, it has been recognized that there will need to be a significant scaling-up of these activities in sub-Saharan Africa. This is because of the rapid increase in the number and extent of environmental problems in the region. We present a range of socio-economic contexts relevant to four key areas of African conservation capacity building: protected area management, community engagement, effective leadership, and professional e-learning. Under these core themes, 39 specific recommendations are presented. These were derived from multi-stakeholder workshop discussions at an international conference held in Nairobi, Kenya, in 2015. At the meeting 185 delegates (practitioners, scientists, community groups and government agencies) represented 105 organizations from 24 African nations and eight non-African nations. The 39 recommendations constituted six broad types of suggested action: (1) the development of new methods, (2) the provision of capacity building resources (e.g. information or data), (3) the communication of ideas or examples of successful initiatives, (4) the implementation of new research or gap analyses, (5) the establishment of new structures within and between organizations, and (6) the development of new partnerships. A number of cross-cutting issues also emerged from the discussions: the need for a greater sense of urgency in developing capacity building activities; the need to develop novel capacity building methodologies; and the need to move away from one-size-fits-all approaches.

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“…Conservation often demands that we act fast (Martin et al . ), which requires clarity of purpose; “we are here to… (conserve species and ecosystems),” ahead of the long‐term vision‐building perspective emphasized by Bruyere ().…”

mentioning

confidence: 99%

“…The leadership fundamentals identified by Bruyere (2015) miss a cornerstone of effective conservation leadership, namely a clear sense of purpose. Conservation often demands that we act fast (Martin et al 2012), which requires clarity of purpose; "we are here to .…”

mentioning

confidence: 99%