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of the association, from sub-committee officers up to the president. The need for leaders at all
levels is a requirement for an association to build and maintain its leadership, and there is no doubt
that this has been the cornerstone upon which to build the success of the IBA.
[Ken] Ogbonnia (2007) defines an effective leader “as an individual with the capacity to
consistently succeed in a given condition and be viewed as meeting the expectations of an
organization or society.” Leaders are recognized by their capacity for caring for others, clear
communication, and a commitment to persist.10
Among other characteristics, a leader must also be intelligent, assertive, energetic, and
flexible, with initiative, good judgment, and strong personality.
Different components of the IBA have contributed to the development of law, either
assisting post-conflict countries to create their regulatory framework or drafting laws, regulations,
and codes on different areas of law and practice. Its different publications are well recognized, and
its data bank is a source of knowledge for both law students and practicing lawyers. The annual
conference and the specialized conferences (more than 50) that the IBA organizes every year
represent a unique opportunity to analyze and discuss the latest developments in all the different
areas of business and commercial law, as well as public interest topics, while also serving as an
excellent networking platform for all members from around the globe.
Here are just a few examples of the IBA’s work that are recognized internationally:
the Arbitration Committee guidelines on Conflicts of Interest on International
Arbitration11;
the Rules on the Taking of Evidence in International Arbitration12;
the Anti-Corruption Guidance for Bar Associations and the Handbook on General
Agreement on Trade
in Services (GATS) published by the Bar Issues Commission13;
the Anti-Corruption Strategy undertaken by the IBA, the Organization for Economic
Cooperation and
Development (OECD), and the UN Office on Drugs and Crime
(UNODC)14; and
the reports of Task Forces on Climate Change, Justice, and Human Rights15; on the
Financial Crisis16; on
International Terrorism17; and on Extraterritorial Jurisdiction.18
Moreover, the work of the IBA on human rights through its Human Rights Institute must be praised
for the work done around the world supporting the rule of law and its fundamentals.
10 JAMES SMITH, LEADING FROM THE MIDDLE: WHAT YOU NEED TO KNOW 8 (2012).
11 See THE ARBITRATION COMMITTEE GUIDELINES ON CONFLICTS OF INTEREST ON INTERNATIONAL ARBITRATION,
http://www.ibanet.org/ENews_Archive/IBA_July_2008_ENews_ArbitrationMultipleLang.aspx.
12 See IBA GUIDES, RULES AND OTHER FREE MATERIALS,
http://www.ibanet.org/Publications/publications_IBA_guides_and_free_materials.aspx.
13 Id.
14 See IBA OECD UNODC ANTI-CORRUPTION STRATEGY FOR THE LEGAL PROFESSION: AN UPDATE,
http://www.ibanet.org/ENews_Archive/IBA_24September_2010_AntiCorruption_Strategy_update.aspx.
15 See PRESIDENTIAL TASK FORCE ON CLIMATE CHANGE, JUSTICE, AND HUMAN RIGHTS,
http://www.ibanet.org/PresidentialTaskForceCCJHR2014.aspx.
16 See PRESIDENTIAL TASK FORCE ON THE FINANCIAL CRISIS,
http://www.ibanet.org/PresidentialTaskForceFinancialCrisis2013.aspx.
17 TERRORISM AND INTERNATIONAL LAW: ACCOUNTABILITY, REMEDIES AND REFORM,
http://www.ibanet.org/Article/Detail.aspx?ArticleUid=51568C67- 85A1-4465-944B-A05E4A17021B.
18 INTERNATIONAL BAR ASSOCIATION, REPORT OF THE TASK FORCE ON EXTRATERRITORIAL JURISDICTION (2009).
180
levels is a requirement for an association to build and maintain its leadership, and there is no doubt
that this has been the cornerstone upon which to build the success of the IBA.
[Ken] Ogbonnia (2007) defines an effective leader “as an individual with the capacity to
consistently succeed in a given condition and be viewed as meeting the expectations of an
organization or society.” Leaders are recognized by their capacity for caring for others, clear
communication, and a commitment to persist.10
Among other characteristics, a leader must also be intelligent, assertive, energetic, and
flexible, with initiative, good judgment, and strong personality.
Different components of the IBA have contributed to the development of law, either
assisting post-conflict countries to create their regulatory framework or drafting laws, regulations,
and codes on different areas of law and practice. Its different publications are well recognized, and
its data bank is a source of knowledge for both law students and practicing lawyers. The annual
conference and the specialized conferences (more than 50) that the IBA organizes every year
represent a unique opportunity to analyze and discuss the latest developments in all the different
areas of business and commercial law, as well as public interest topics, while also serving as an
excellent networking platform for all members from around the globe.
Here are just a few examples of the IBA’s work that are recognized internationally:
the Arbitration Committee guidelines on Conflicts of Interest on International
Arbitration11;
the Rules on the Taking of Evidence in International Arbitration12;
the Anti-Corruption Guidance for Bar Associations and the Handbook on General
Agreement on Trade
in Services (GATS) published by the Bar Issues Commission13;
the Anti-Corruption Strategy undertaken by the IBA, the Organization for Economic
Cooperation and
Development (OECD), and the UN Office on Drugs and Crime
(UNODC)14; and
the reports of Task Forces on Climate Change, Justice, and Human Rights15; on the
Financial Crisis16; on
International Terrorism17; and on Extraterritorial Jurisdiction.18
Moreover, the work of the IBA on human rights through its Human Rights Institute must be praised
for the work done around the world supporting the rule of law and its fundamentals.
10 JAMES SMITH, LEADING FROM THE MIDDLE: WHAT YOU NEED TO KNOW 8 (2012).
11 See THE ARBITRATION COMMITTEE GUIDELINES ON CONFLICTS OF INTEREST ON INTERNATIONAL ARBITRATION,
http://www.ibanet.org/ENews_Archive/IBA_July_2008_ENews_ArbitrationMultipleLang.aspx.
12 See IBA GUIDES, RULES AND OTHER FREE MATERIALS,
http://www.ibanet.org/Publications/publications_IBA_guides_and_free_materials.aspx.
13 Id.
14 See IBA OECD UNODC ANTI-CORRUPTION STRATEGY FOR THE LEGAL PROFESSION: AN UPDATE,
http://www.ibanet.org/ENews_Archive/IBA_24September_2010_AntiCorruption_Strategy_update.aspx.
15 See PRESIDENTIAL TASK FORCE ON CLIMATE CHANGE, JUSTICE, AND HUMAN RIGHTS,
http://www.ibanet.org/PresidentialTaskForceCCJHR2014.aspx.
16 See PRESIDENTIAL TASK FORCE ON THE FINANCIAL CRISIS,
http://www.ibanet.org/PresidentialTaskForceFinancialCrisis2013.aspx.
17 TERRORISM AND INTERNATIONAL LAW: ACCOUNTABILITY, REMEDIES AND REFORM,
http://www.ibanet.org/Article/Detail.aspx?ArticleUid=51568C67- 85A1-4465-944B-A05E4A17021B.
18 INTERNATIONAL BAR ASSOCIATION, REPORT OF THE TASK FORCE ON EXTRATERRITORIAL JURISDICTION (2009).
180
