Social capacity building in rural Aymara women organizations in Puno, Peru.

Social capacity building has been considered in the last decades an important element of rural development projects, as it helps organizations and communities to better use their resources, design and manage projects locally and improve their living standards. Social capacity building has been related to the development of certain skills and to the concept of leadership development. Social capacity building and leadership development under a social learning approach have guided a rural development project with an Aymara women organization in Puno, Peru, where around 400 women artisans are trying to develop a business organization to improve their lives and their communities. Qualitative and quantitative methodologies have been applied to assess improvements in capacities and leadership. Results show that the technical aspects are the first to be developed but that group process skills and contextual skills take longer and are crucial to the success of the projects.

Project management competence analysis in rural communities through territorial representation: application to Aymara women communities in Puno (Peru)

The acquisition of technical, contextual and behavioral competences is a prerequisite for sustainable development and strengthening of rural communities. Territorial display of the status of these skills helps to design the necessary learning, so its inclusion in planning processes is useful for decision making. The article discusses the application of visual representation of competences in a rural development project with Aymara women communities in Peru. The results show an improvement of transparency and dialogue, resulting in a more successful project management and strengthening of social organization.

Leadership and project management competences in executive women: different styles from the agents' perceptions

The exercise of management and leadership are key aspects to achieve objectives, goals and relationships in the current knowledge society marked by increasingly competitive environments in which cognitive factors, creativity, knowledge and information determine the success of organizations. Both concepts have been historically associated with the male domain because of the underrepresentation of women in managerial positions. However, the increasing participation of women in the workplace has led to the development of an extensive literature on the possible existence of differences between the styles of male and female leadership, although it has not been addressed from the analysis of competences associated with each sex. Through a participatory process the abilities and skills related to women managers are analyzed and the differences in leadership styles. The results indicate that women particularly value the skills associated with human relationships, and that female leadership style tends to be transformational.