About us

The Pacific Leadership Program (PLP) is a regional initiative of the Australian Agency for International Development (AusAID). Recognising the pivotal role that leadership plays at all levels in a nation's path to development, PLP aims to strengthen existing and emerging leaders and leadership practice in Pacific Island countries.

The purpose of PLP is to support influential Pacific leaders to shape and lead developmental change by identifying and supporting influential leaders, organisations and networks in the Pacific across a variety of sectors, including public, private and civil society. PLP builds constructive relationships with Pacific leaders and support them to identify and act on initiatives that contribute to community, national and regional development. It aims to be responsive, opportunistic and catalytic in its approach to development.

PLP's work is guided by an Advisory Panel of eminent Pacific Islanders who provide strategic oversight and advice.

Our Objectives

Pacific Leadership Program has three main objectives:

• Strengthening Organisational Leadership – Leaders of targeted Pacific organisations increasingly draw on PLP to assist them in making their leadership more effective.

• Supporting Effective Leadership Development – Enabling leaders to identify and implement leadership development programs appropriate to their context.

• Contributing to Pacific Leadership practice and knowledge – PLP contributes to knowledge and practice of leadership in the Pacific. This includes how to engage and support leadership in strategic AusAID programs and partnerships.

Our Theory of Change

PLP has developed its own Theory of Change about how leadership effects developmental change:

• Developmental change occurs when it is owned and driven by credible leadership, responding to self-defined priorities within their community context.

• While leaders working alone can be influential, leaders working together on specific issues are more likely to create sustainable change. Working together can reduce the risk of the negative aspects of self interest.

• Leadership structures have an impact on the ability of leaders to effect change. Relationships between leaders (or in the case of organisations, between the Board, CEO and staff) have the potential to enable or undermine developmental change.

• Exercising developmental leadership can be difficult and risky, therefore it requires interventions that recognise local context and enable joint action based on respectful, frank relationships.