Looking back on my six-week Leadership in Action project with TNI, the experience developed my understanding of leadership beyond simply taking responsibility for a project or producing a successful outcome. Working on cross-border infrastructure and transport policy in Africa required me to collaborate with others, listen to perspectives different from my own and adapt my approach as my understanding developed.
The 3Cs framework of Change Maker Values, Character and Capacities was particularly relevant to my experience. In terms of Change Maker Values, the project developed my curiosity and determination. I had to ask questions about a complex issue and remain willing to change direction when my research or conversations with stakeholders challenged my initial assumptions. My Character developed through the emphasis I placed on humility, integrity and responsible engagement. Interviewing local leaders made me conscious of the responsibility involved in using other people's experiences as part of my research. I learned that ethical research requires more than simply obtaining information; it requires listening carefully, representing people's perspectives accurately and avoiding imposing solutions.
The project also developed my Capacities, particularly in the areas of people, process and performance. Working with my TNI team strengthened my ability to collaborate and communicate with people with different expertise. Organising research, conducting interviews and bringing together different sources developed my ability to manage a project and respond to changing circumstances. Analysing policy alongside stakeholder perspectives also strengthened my critical thinking and problem-solving skills. These capacities helped me move from simply researching an issue towards producing work that could have practical value.
The project significantly strengthened my global mindset. At the beginning, much of my understanding of African regional integration came from academic and policy sources. Engaging with local leaders and stakeholders showed me the limitations of approaching global issues only through institutional or academic perspectives. Different communities and institutions experience the same infrastructure and transport challenges in different ways, and these perspectives need to be part of developing effective policy. I became more conscious of my own assumptions and of the importance of approaching international work with openness and a willingness to learn.
Going forward, I want to continue acting as a global citizen and leading ethically by carrying these lessons into my academic and professional work. In particular, I want to continue prioritising listening and collaboration when working on issues that affect communities or people whose experiences differ from my own. I will also be more conscious of whether my work is genuinely useful to the people and organisations I work with, rather than simply producing an output for my own development. The project's emphasis on non-extractive research has shown me that ethical leadership involves using my skills responsibly while creating space for other forms of knowledge and expertise.
Overall, the project has given me a more grounded understanding of leadership. I have learned that leadership can mean taking initiative and ownership, but it can equally mean listening, adapting, acknowledging the limits of your own knowledge and helping others' perspectives shape the outcome. This is an approach to leadership and global citizenship that I intend to carry forward beyond the Laidlaw programme.
