Creating youth leadership opportunities

Developing youth leadership
Enabling youth leadership development

Description

Creating youth leadership opportunities involves establishing practical pathways for young people to take active roles in decision-making, project management, and community initiatives. This strategy addresses the exclusion and marginalization of youth by providing training, mentorship, and platforms for meaningful participation. It builds leadership skills, empowers younger generations, and fosters social responsibility, ensuring that youth perspectives drive innovative solutions to local and global challenges.

Context

The global significance of creating youth leadership opportunities emerged prominently in the late 20th century, as demographic trends revealed the growing proportion of young people worldwide. International forums, notably the United Nations’ World Programme of Action for Youth (adopted in 1995), catalyzed international recognition of youth leadership as fundamental to sustainable development and civic participation. Subsequent initiatives demonstrated a shift from viewing youth solely as beneficiaries to engaging them as active partners in social transformation.

Implementation

The Pag-Asa Youth Movement (PMY) funded by the Philippines Department of Social Services and Development enables youth leaders to be trained in managing their projects and activities and in conducting information activities on population and responsible parenthood, health and nutrition, sanitation and prevention of drug abuse, drinking, gambling other forms of delinquency. PYM comprises youth from 7-24 years. Membership in 1988 was around 1 million.

The International Institute of Rural Reconstruction (IIRR) based in Cavite, Philippines, initiated a People's School which is geared towards mobilizing youth leaders for rural development. A curriculum and methodology for training community elected villagers to serve as diffuser of technology in their respective villages, not only in agricultural production but in other aspects of rural reconstruction, such as health, family planning, nutrition, literacy education, village drama and leadership programmes. A course is offered on self-government which in 1988 had already trained almost 200 village youth leaders, representing 40 villages in the municipalities of Silang and General Trias. The School's Women Leadership Training has increased women's involvement in income-generating projects in piggery, poultry, food processing and preservation. 17 women in one village and 23 from another have collectively organized pre-cooperative consumer stores to meet village needs.

Claim

Be willing to step aside. Part of what inspiring the next generation of social innovators involves is simply acknowledging that they are doing it already. Sometimes, because of the investment of years and money, this is very difficult. More subtly it is harder to make psychological space for someone younger to show leadership or suggest an idea. Without creating situations that are unsafe or relinquishing one's role as somebody who has wisdom, it is still possible to get out of the way and allow natural development of the next generation. The most important inspiration that elders can provide is to act upon their own words, with conviction and consistency.

Counter-claim

Focusing on creating youth leadership opportunities is an overrated strategy. Young people lack the experience, maturity, and real-world understanding that genuine leaders need. Resources would be better spent on proven leaders instead of trying to manufacture leadership in untested youth. The obsession with youth leadership dilutes responsibility and undermines effectiveness, ultimately wasting valuable time and resources on idealism instead of practical, results-driven solutions for important issues.