II.2. Empowering local
leadership
II.2.1. Empowerment through skills building
The experience of public participation in local governments
has not yet effectively matched with the legislations and community expectation
(Panday, 2019). The structure of power distribution in local government, the
level of maturity of political parties and institutions, and other unnumbered
factors can be a veritable setback to leaders' designation. Other factors like
social structure, low level of literacy, social mobility and demand of national
development in the country deepens chaotic effects on local leadership (Huque,
2014). He further emphasizes that political instability in local entities
produces significant shakes in the economic thrive lowering developmental
actions initiated to put down obstacles to local development (Huque, 2014).A
bidirectional hold can mostly result from the source of income used up local
leaders. As known, it is evident that all administrations need means to realize
their goals (OECD, 2015). Sources vary from a leader to another. Most of times,
in a well-bordered region, all local leaders do not access identically to
resources (Englebert and Kasongo, 2016). Such differences create in a country
two categories of local leaders. Those yet empowered by their entity's
resources relatively abide for national orders preventing them from shattering
their citizens' interest, others with meaningless resources bow and serve
national leaders especially in Less Developed Countries (Englebert and Kasongo,
2016). Thus, leaders can easily abandon their assigned mission of serving the
population. When arrangements aiming at preparing leaders for local government
altogether fail, in developing countries mainly, informal sectors are locally
used to fund local leadership running. While local leadership remains strongly
needed in the true process of development, a few worries remain on their
capacity to exactly set policies and objectively use funds in interest of their
population (Caldeira et al., 2012).
Fiszbein (1997) and Huque (2014) visibly exploit that
challenge respectively in Columbia and Bangladesh. Of course, local leaders
should be well formed because all undertaken actions in their function results
in success or failure of their folks. Leadership development attempts to
involve the participation and commitment of the current and potential leaders,
provide them with a process of skills building connect them to additional
information and resources to open them to big progress in their community.
The role played by responsible and innovative policies in
strengthening the capacity of local governments is quite complex. First, a
local leader is well placed to prompt local administration under his control to
improve its performance and, as a result, generate demand for
capacity-enhancing activities. Second, they should be a key element to provide
local capacity (Fiszbein, 1997). Local administration should also exploit the
internal underused strength in the process; the existence of latent unused
force in the administration. In a nutshell, important arsenal of wisdom and
know-how is requisite for a dynamic and liberal local leader.
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