Nadera Hayat Burhani, MD, Ob/Gyn Specialist, MPH,MPPM,IHR Center for Humanitarian Leadership Burwood Campus - Deakin University Melbourne, Australia 06/11/2016

1. Nadera Hayat Burhani, MD, Ob/Gyn Specialist, MPH,MPPM,IHR
Center for Humanitarian Leadership
Burwood Campus - Deakin University
Melbourne, Australia
06/11/2016

2. Outline
 Leadership in challenging situation
 An example of success
 Courage
 Integrity
 Reliance
 Change management
 The internal locus of control
 Managing transitions
 Successes
 Challenges

3. Leadership in challenging situation
 vague, shifting leadership expectations
 multiple and significant priorities to be addressed
 lack of shared perspectives,
weak state-society relations
a culture of mistrust and myopia (Campbell & Hannum 2009)

4. An example of successful performance
 Task: in 2008, leading and managing the MOPH procurement reform and
management US$200Million
 Situation
 Activities
 Encouraging
 Problem solving
 Delegation
 Follow up
 A successful result

5. Courage
Courage is the state or quality of mind or spirit that enables us to face danger, fear, or changes with
self-possession, confidence, and resolution.
 Goal-oriented
 Taking risks
 Hard-working
 Taking responsibility

6. Integrity
 A concept of consistency of actions, values, methods,
measures, principles, expectations and outcomes
 A commitment to do the right thing for the right reason,
regardless of the circumstances

7. Reliance
Is the ability to quickly adapt and recover in the face of multiple changes during a
crisis, and to persevere toward strategic goals (Allison & Reeves 2011).

8. Change management
leaders should determine, how they need to adjust their leadership
behaviours and style to navigate changes with the following steps:
1. Purpose: explain why a change is necessary
2. Picture: share vision of how it will look and feel
3. Plan: lay out detailed, step by step plan
4. Part: give people a part to paly in the transition

9. Managing transition

10. The internal vs. external locus of control
1. A person with an internal locus of control believes that he/she can influence events and their outcomes
(Julian Rotter, 1950).
 Empowered
 Radiates positive
 Healthier and happier
 Makes things happen
2. An external locus of control
blames outside forces for everything.
 Disempowered
 Victim
 Radiates negativity
 Make themselves and others sick
 Wait for things to Happens

11. Successes
Personal:
Worked successfully for 8years, achieved awards, built professional network
Professional:
Obtained knowledge and practice
Organizational
Contributed in the reducing of MMR, CMR, IMR, TFR,
and improving the Afghans life expectancies

12. Challenges
 Balance between organizational and the community needs
Responsibilities, expectations , and limitations
 Political challenges
 Insecurity and armed conflict
 Sustainability of health system
 Financial dependency of health sector
 Corruption

13. Bibliography
Anderson, E 2007, 'Fair Opportunity in Education: A Democratic Equality Perspective', Ethics, 4, pp. 595-
622, JSTOR Journals, EBSCOhost, viewed 26 April 2015.
Reivich, K and Shatté, A 2002, ‘The Resilience Factor: 7 Essential skills for overcoming life’s inevitable
obstacles’, Broadway Books
Sarros, J, Cooper, B, Hartican, A, Barker, C 2006, “The Character of Leadership, What works for Australian
leaders – making it work for you’, John Wiley & Sons
Gray et al. 2014, ‘Building resilience and managing risk in fragile and conflict-affected states’, DFID -
Department for International Development (UK), Accessed online, http://www.alnap.org/resource/20578.
Campbell , SP and Hannum KM 2009, The Challenge of Governance in Fragile and Conflict-Affected
Countries: Supporting Leadership Development”, accessed online,
<htpp://www.siteresources.worldbank.org.