2. Leadership
Applying the Capacity Assessment Methodology to anti-corruption agencies
The Organizational level
Leading an ACA requires knowledge, skills, courage, dynamism and the commitment to pursue a difficult job with potential risks to career or personal security. In an ACA, leadership is primarily embodied by its chairperson and Director General. As aforementioned, the chairperson and Director General of the ACA should be appointed following clearly established criteria in a transparent process (see the legal framework section). The same holds true for other layers of leadership within the ACA, notably any commissioners or senior management. These high-ranking officials should be appointed based on merit and should be able to manage and lead lower ranking officials within the anti-corruption agency.
The capacity assessment will need to assess the legal aspects affecting the organization’s leadership and the practical elements of the leadership being displayed. Ideally, the chairperson will demonstrate integrity and high levels of competence and knowledge. He/she should command respect in society and lead by example. The ACAs leadership should promote successful, win-win relationships with others, both within and outside the organization; deliver positive and reinforcing messages to motivate people; and have the capacity to delegate and encourage others to make decisions and take charge. Good and strong leadership is essential to reflect an ACA’s values. The same holds true for the other layers of leadership within the ACA, notably any commissioners or senior managers. Since corruption involves money and power, ACA leaders should be willing to take on corruption, sometimes at personal risk.