Leadership

The United Nations system Leadership Framework was developed under the auspices of CEB to establish a common United Nations leadership culture aligned with achieving the Sustainable Development Goals.

New United Nations leadership qualities, skills and working methods are needed to meet the challenges of the ambitious and integrated 2030 Agenda for Sustainable Development [embed link: https://sustainabledevelopment.un.org/post2015/transformingourworld]. The United Nations system Leadership Framework [embed link to the pdf extract of CEB/2017/1 Annex] was developed under the auspices of CEB [embed link to CEB page http://www.unsceb.org/content/ceb] to establish a common United Nations leadership culture aligned with achieving the Sustainable Development Goals.

 

The framework is not merely a tool for human resources management, but also an important vehicle through which to foster broader cultural change within United Nations system organizations. The leadership qualities outlined in the framework can be embedded in all areas of work of the United Nations system, at all levels and in all functions and locations. Globally, the United Nations System

 

Staff College [embed link to Staff College website home page] supports the adoption of the framework and realization of its principles through training and learning events.

 

The “who, what and how” of UN leadership

 

The framework establishes that, in today’s challenging international environment, UN leadership:

 

• is norm-based, promoting, protecting and defending United Nations norms and standards contained in international treaties, resolutions and declarations

 

• takes a principled approach at all levels, always maintaining constructive engagement with all stakeholders on the most sensitive of issues and never discriminating, turning a blind eye to abuses, or giving in to pressure

 

• is inclusive and respectful of all personnel and stakeholders, embracing diversity and rejecting discrimination in all its forms

 

• is mutually accountable within the system, to beneficiaries – especially the most vulnerable, excluded or marginalized – and the public beyond, for the causes the organization serves and the way it conducts its work

 

• is multidimensional, engaging across pillars and functions, connecting knowledge and experience, and ensuring coherence in support of the fully integrated SDG framework

 

• is transformational at all levels, supporting the overall mission to achieve positive change as well as the significant change effort to implement the 2030 Agenda while leaving no one behind

 

• is collaborative, reflecting the interdependent imperatives of the United Nations Charter and the comprehensive nature of the 2030 Agenda, seeking collective “as one” thinking, joined-up approaches and solutions, and recognizing that better connecting universal goals to people-centered initiatives requires investment in collective United Nations efforts to achieve them, and

 

• is self-applied, so that United Nations principles and norms are exhibited in the behaviour and interactions of all leaders.

 

Four ways of working exemplify these leadership characteristics:

 

• focusing on achieving impact for the people the United Nation serves,

 

• driving transformational change to respond to the demands of the 2030 Agenda,

 

• employing systems thinking to deal with the complexities of sustainable development, and

 

• co-creating solutions through inclusive partnerships.

 

The path towards operationalization deliberately gives organizations broad flexibility to define the best entity-level implementation roadmap, taking into consideration their own mandates, unique value offerings and specific needs. Generating behavourial and organizational change are at the heart of implementing the framework, a long-term process that requires dedicated leadership and a purposeful, sustained effort over time.

 

Development of the leadership framework

 

The CEB Common Principles for the implementation of the 2030 Agenda [embed link to principles], highlight the critical importance of transformative leadership across the UN system in Principle #10. A joint HLCP/HLCM task team, led by the UN System Staff College [embed link to home page], was formed in June 2016 to work towards translating this vision into reality, with HLCP contributing on

 

the programmatic and policy viewpoints, and HLCM providing managerial perspectives towards its operationalization. In September 2016, HLCP [link to HLCP 32nd session report] supported building on the UNDG leadership model to develop a unified proposal, a decision seconded by HLCM [link to HLCM 32nd session report]. Subsequently, the comprehensive proposal – highlighting eight defining characteristics of United Nations leadership, describing leadership in action, and outlining a path toward operationalization – was approved by HLCP [link to HLCP 33rd session report]and HLCM [link to HLCM 33rd session report] in March 2017, and thereafter endorsed by CEB [link to CEB 1st reg session of 2017] in April 2017.

The following decisions are extracted from official reports.

Action on UN System Leadership Framework, High-Level Committee on Programmes - Decision posted: 27/06/2017
Action on leadership, High-Level Committee on Programmes - Decision posted: 26/09/2016

The following decisions are extracted from official reports.

Action on UN System Leadership Framework, High-Level Committee on Programmes - Decision posted: 27/06/2017
Action on leadership, High-Level Committee on Programmes - Decision posted: 26/09/2016

The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 35th Session (April 2018, Valencia) (CEB/2018/3), High-Level Committee on Management - Session report posted: 31/05/2018
Report of 33rd Session (March 2017, Budapest) (CEB/2017/3), High-Level Committee on Management - Session report posted: 23/05/2017
Report of 32nd session (September 2016, New York) (CEB/2016/6), High-Level Committee on Programmes - Session report posted: 01/12/2016

The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 32nd session (September 2016, New York) (CEB/2016/6), High-Level Committee on Programmes - Session report posted: 01/12/2016

The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 35th Session (April 2018, Valencia) (CEB/2018/3), High-Level Committee on Management - Session report posted: 31/05/2018
Report of 33rd Session (March 2017, Budapest) (CEB/2017/3), High-Level Committee on Management - Session report posted: 23/05/2017

This page is maintained by CEB and was last updated on Wed, 09/12/2018 - 18:53