Nurturing Leaders in Community-Based, Primary Healthcare Services for People with Disabilities in Low- and Middle-Income Countries
Abstract
1. Background
The Aims of the Study
2. Method
2.1. Procedure
2.2. Qualitative Analysis Using AI
2.3. Data Analysis
3. Findings
3.1. Sample
3.2. The Core Themes and Subthemes
3.2.1. Personal Qualities of Leaders
A leader who listens to a voice that comes from the other people that you maybe leading and listening to them and taking actions towards those things. It shows braveness in you and shows kindness in you. And it also builds someone to be a role model of that person (04).
The first thing is to be able to listen to what people are saying. Especially when you think about persons with disabilities, because they have a lot of grievances within themselves. Never be … too hard on them because, you see, the issue is that these people are already broken (02).
I think that the most important quality for leadership is empathy. You have to put your shoes in the others’ shoes … that’s really important (12).
Leadership should be inclusive, and invite all people to the table. Not just to sit at the table, but to be a part of the discussion, or a part of the action (16).
I think that the first and most important priority is to find someone who is a bridge builder, because essentially creating social inclusion means bringing together sometimes services, sometimes communities, sometimes neighbourhoods or groups of people or families who would not naturally find each other, or perhaps find communities of each other even if they were in the same physical space (10).
Be confident of who you are. Be confident in what you do. Be confident when you speak. Be confident to fight for your rights (04).
You should have the humility to learn from other people (13).
A humble leader then is putting other people forward, is celebrating their work. It’s not taking all of the credit for themselves (14).
I see a lot of qualities in many people, actually in all people. And it’s interesting because every person have like a different quality. Together it is like a (Jigsaw) puzzle inside all the group (12).
A leader who listens to a voice that comes from other people that you are leading and listening to them and taking action towards those things (04).
We work greatly with the self-respect with each person and to put value on what we are, what we have, and not in what we don’t have (11).
Be someone who can keep the lines of communication open through thick and thin, accept criticism and be able to take accountability when needed (05).
I persevered when there were troubles, because, I mean, organisations sometimes can find themselves in trouble. But we persevered together, and we endured together, we moved on. There were a lot of difficult times for the organisation. But they were able to see that I motivated them, I encouraged them. And they also encouraged others (02).
What I would tell my fellow colleagues with intellectual disabilities is never give up. Never feel that you’re not home. Be confident of who you are. Be confident in what you do. Be confident when you speak. Be confident to fight for your rights (04).
The self-confidence to be truly vulnerable, to admit when you don’t know something, to ask for help, to seek out advice, because it makes others know that they are truly participating (10).
3.2.2. Communication
Spirit comes first before resources. If we have a spirit, we can collect resources, mobilise resources, but if we have resources but no spirit, then that leadership doesn’t work out (01).
A leader does not mean that you have to just know how to read or write, but a leader should just know what to do and stand up for our rights. In Africa, it’s not easy to get a job. It’s not easy to have an education system. But we’re trying to find them, to advocate for ourselves to get meaningful roles, jobs, even education systems (04).
When I speak about communication, it’s not a complicated purpose or technologies, because in the community, it’s people based. So how you talk to people, how you make them feel, how you convince them and how you make them feel to own that vision (13).
Inclusion for us is such a kind of world where people living with and without disabilities can work together, can march together, can talk together, can laugh together, can cultivate friendship, and ultimately they can go and grow together at the same time (01).
Making inclusion an inherent value and … meet up, discuss and maybe share the messages that you want to convey or that you want people to hear about and try to take those messages in ways that can be accessible for people of all abilities (05).
You have to cultivate your connections with the people you work with because these are the ones who will be going to work things out for your vision. The community develops you as a leader and then you develop community (09).
You need to identify yourself as part of a community. You need to be taking active part of any actions that is meant to be destined for the well-being of the community and for you (15).
A leader that’s able to make people come together to feel there’s a safe space to raise their concerns, to offer ideas. They have to get their hands dirty and be at the coalface of that work (14).
Figuring out how you can do the best you can with what you have, and how you can creatively sort of exploit or see opportunities where others might not, is absolutely essential (10).
Leadership is something, one could practice to be calculated risk takers, not kind of comfort seekers (01).
One of the important assets to possess as a leader is the ability to be flexible and adaptive, which I believe people with disabilities have mastered (05).
3.2.3. Building Community
It’s important for you to understand the DNA, the social fabric of that community, what makes them tick … the dynamics of that community (10).
You need to identify yourself as part of a community. You need to be taking active part of any actions that is meant to be destined for the well-being of the community and for you (15).
If you want to work to be great, work with those people who are in the local level, because they are the people who want the work to be done (06).
Creating social inclusion means bringing together sometimes services, sometimes communities, sometimes neighbourhoods or groups of people or families who would not naturally find each other (10).
It needs you to be open to new ideas, to new ways of thinking, and also to gather all those ideas and to process everything with your own ideas, your own way of being as a person. At the end you would be building community, not only for you, but also for the rest of the people that are part of the work that you are doing (15).
A good leader also has to be a good follower … you are not leading a system or process, you are leading them through people (09).
I think we can focus much more deeply on participatory forms of development and research to make sure that when we are going into a community and we’re talking about social inclusion, we have some ideas, we have some tools, but we don’t have a prescriptive process. We don’t just sort of hand over an instruction manual and say, this is how you do it (10).
3.2.4. Styles of Leadership
The best leadership for me is what I call transformative leadership. It’s leadership that brings change and leadership that brings change is not the same as leadership that is for managing day-to-day tasks” (13).
We should give, not just for leadership’s sake, but we should give them some sort of power to exercise so that they could exhibit their real abilities no matter whatever their physical limitations are (01).
It’s a leader that listens to others. Compassion is the mainstay of what it would be, because if it’s not a compassionate leadership, then it’s not going to rally many people for the long term” (14).
3.2.5. Nurturing Leadership
We all have the capacity and the ability to become a leader. The only thing is that you need to identify what is the cause that motivates you, that pulls those triggers inside of you that you say, okay, this is what I was looking for. This is something that really motivates me to do not even better, to do the best that I can (15).
There was need to nurture another crop of leaders. So one thing that I decided to do was to identify those people that really showed interest in the organisation. And then apart from identifying them, I put them quite close to me so that they could learn the qualities of leading that organisation” (02).
People can make mistakes because we are not gods, but we should make them learn from their mistakes. We cannot do anything about the past, but the only thing we can do is learn from that mistakes and help them nurture (01).
I think a way is creating opportunities so they can share with people that feels the same as them. Learn good practices from the people around them (11).
Coming to forums where we meet people from other areas also gives (leaders) a purpose for life in a way to say, okay, my fellows are doing it. Why not? Why can’t I? (08)
(Name) likes IT a lot that, you know, on all these platforms, he meets Google people. He’s inquisitive about it. Okay, how can I also use my IT to help me and also help other athletes? (08)
4. Discussion
4.1. Leadership Qualities
4.2. Nurturing and Developing Leaders
4.3. AI as a Tool in Research and Evaluation
4.4. Limitations and Future Research
5. Conclusions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Code | Role | Country/ Region | Personal Statement | Status | Gender |
---|---|---|---|---|---|
01 | Co-founder of a youth-led, volunteer-based organisation called Rights as a Society. | Nepal | I have a visual impairment and have graduated from University. I’m passionate about leadership entrepreneurship in grassroots movements, so that people with disabilities would be able to speak up for their rights and also they would be able to stand on their own feet. | Country National | Male |
02 | A disability activist and Disability Officer with the national office of an international NGO. | Zambia | Blind from when I was 10 years old, I graduated from University with a PhD and previously worked as a university lecturer. | Country National | Male |
03 | Social advocate and founder of NGO to advise families on support services and companies to promote inclusive employment. | UAE | Recovered from brain injury as child. University degree in international relations. | Country national | Male |
04 | Member of Global Youth Council set up by international NGO and representing African region. | Sub Sharan Africa | In my role I am representing my fellow colleagues with intellectual disability. And locally, back home, I am a sports assistant. I’m a health messenger and also the vice chairperson for the local athlete input council. | Regional National | Male |
05 | Senior social media editor in print and radio. | UAE | A wheelchair user, I use my current role to shape or reframe the media, pushing more inclusion and making the media more diverse. | Country National | Female |
06 | Trainer of leaders in sports and self-employment. | Sub- Sharan Africa | At my school I studied automotive engineering. I’ve been able to mentor around 20 students in my campus. We have an organisation there that we are running of helping young people to start their own businesses. | Regional National | Male |
07 | A psychologist and university teacher and researcher. A mother of a child with autism. | Zambia | To engage with parents and communities and to encourage them that there’s something they can do about it. | Country National | Female |
08 | Volunteer mentor to young adults with intellectual disability. | Zimbabwe | A social worker with over 10 years of practice and a volunteer for the Lions Club International with a local sports organisation. Former cricketer. | Country National | Male |
09 | National Sports Director for an organisation serving people with intellectual disabilities. | Pakistan | I have been working in my role since 2019 and before that as a sports development volunteer with the organisation for whom I work. I have had a strong passion for sports, for community development, leadership and they all come together in my present job. | Country National | Female |
10 | Country Director employed by an international company/contractor working in-country on inclusion. | Uzbek- istan | Adjunct university faculty member on doctoral Education Leadership Program. Previously worked in Central Asia, South Caucasus, Eastern Europe and Southeast Asia on inclusive education projects. | Expatriate to the Country | Female |
11 | National co-ordinator of inclusion project led by sports NGO. | Argentina | Qualified as psychopedagogue. Preparing training courses and guides for implementers of inclusion in schools across the county. | Country National | Female |
12 | Project co-ordinator of youth projects in our national sports NGO. | El Salvador | I have experienced disability since birth through my uncle (who lives with an intellectual disability). My experience has made me passionate about advocating for human rights and constantly seeking new knowledge to change the world. | Country National | Female |
13 | Director for global development and government relations in a regional NGO. | Sub- Sharan Africa | I have been with the NGO for 17 years, having started as a volunteer, then paid manager, national director in one country and as a regional director for 5 years. | Regional Director | Female |
14 | Regional Director of an international NGO responsible for planning, monitoring data, and analytics. | South Asia | University graduate, with over 15 years experience with previous positions at HQ. | Expatriate to Region | Male |
15 | Regional Officer for inclusion with an international sports NGO. | Latin America | A university graduate with responsibility for inclusion in schools and promoting the leadership of people with intellectual disabilities. | Regional/ National | Male |
16 | Chief inspirational officer and Board Member of an international NGO for sports and people with intellectual disability. | Global | A person with intellectual disability whose been a sports participant and advocate since 1970. | US Citizen | Female |
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Share and Cite
McConkey, R. Nurturing Leaders in Community-Based, Primary Healthcare Services for People with Disabilities in Low- and Middle-Income Countries. Int. J. Environ. Res. Public Health 2025, 22, 622. https://doi.org/10.3390/ijerph22040622
McConkey R. Nurturing Leaders in Community-Based, Primary Healthcare Services for People with Disabilities in Low- and Middle-Income Countries. International Journal of Environmental Research and Public Health. 2025; 22(4):622. https://doi.org/10.3390/ijerph22040622
Chicago/Turabian StyleMcConkey, Roy. 2025. "Nurturing Leaders in Community-Based, Primary Healthcare Services for People with Disabilities in Low- and Middle-Income Countries" International Journal of Environmental Research and Public Health 22, no. 4: 622. https://doi.org/10.3390/ijerph22040622
APA StyleMcConkey, R. (2025). Nurturing Leaders in Community-Based, Primary Healthcare Services for People with Disabilities in Low- and Middle-Income Countries. International Journal of Environmental Research and Public Health, 22(4), 622. https://doi.org/10.3390/ijerph22040622