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Leadership Tools For Public Sector Professionals

Leadership Tools For Public Sector Professionals. Annie Neal Portland State University Executive MPA Candidate, Spring 2010. Overview:. Significance: why this Capstone project? Literature review Why is leadership important in public organizations?

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Leadership Tools For Public Sector Professionals

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  1. Leadership Tools For Public Sector Professionals Annie Neal Portland State University Executive MPA Candidate, Spring 2010

  2. Overview: • Significance: why this Capstone project? • Literature review • Why is leadership important in public organizations? • What is leadership and how do you “do” it? • How is leadership learned? • Research questions & method • Leadership tools in the EMPA curriculum • Survey • Results • Recommendations “If you don’t know where you’re going, you’ll end up somewhere else.” -Yogi Berra

  3. Why this Capstone project: • Leadership skills are increasingly important for public sector professionals • Leadership can be learned * Education * Experience * Example • Leadership knowledge does not readily translate to practice * “Transfer of learning” problem * Experientially acquired skill • Tools make leadership knowledge transferable and easy to use * Tools = knowledge in a simple, useable and systematic form

  4. Leadership in the public sector • Leadership is “a person’s capacity to be effective in … setting direction, creating alignment, and maintaining commitment in groups of people who share common work” (Morse & Buss, 2009) • Public sector organizations with strong leadership capacity also exhibit increased: • Adaptability • Innovation • Effectiveness • Efficiency • However, most public sector organizations still prioritize technical skills, not leadership skills

  5. Leadership Competencies (Van Wart, 2005)

  6. Leadership Knowledge vs. Leadership Practice • Leadership knowledge does not readily translate to leadership practices • Leadership practices can be learned through • Education • Experience • Example • Leadership development requires disciplined practice

  7. Research Problem • What knowledge from this EMPA program can be applied to develop leadership practices? • Four research questions • Tool Definition: What constitutes a leadership tool? • Content Analysis: What tools were taught in this EMPA curriculum? • Organization: When or how can this tool be used? • Evaluation: Which tools are most useful to this EMPA cohort? “Knowledge is potential power.” -- Napoleon Hill

  8. Tool Definition • Tools are knowledge translated into simple, useable and systematic form • ‘knowledge tools’ are common in many disciplines: Examples: high-rise construction, airline flight, medicine • Brief “applied” materials that can be used in a leadership capacity • Exercises • Assessments • Checklists/guides • Visual Aids

  9. Course Content Analysis & Organization

  10. Survey Which tools are most useful to this cohort? • Cost of application: Given what you know about the cost, time and effort involved, which of the following tools would you actually use? • Utility: This tool would be helpful for me in addressing the major leadership challenges in my current work setting. • Credibility: If I were to use these tools in my workplace, I believe others would find them credible (i.e., they would be inclined to use or accept the results). • Transferability: useful across a range of public administration settings (public works, public safety, human services, administration)

  11. Results • 63% response rate, similar responses across all sectors (public works, public safety, human services, administration) • Top-ranked tools:

  12. Recommendations • Emphasize “applied knowledge” for future cohorts • Provide a concise template for each tool: • Recommended uses • Supplies needed • Instructions • Strengths & weaknesses • Examples • Additional reference materials • Practice: put leadership knowledge to use Leadership is a “measurable, learnable and teachable set of behaviors.” -- Kouzes & Posner

  13. Suggested “Toolkit” Resources • Bens, Ingrid. Facilitation At a Glance! Second Edition. Salem, NH: Goal/QPC, 2008. • Brassard, Michael and Diane Ritter. Memory Jogger 2, Second Edition: Tools for Continuous Improvement & Effective Planning. Salem, NH: Goal/QPC, 2008. • Creighton, James. The Public Participation Handbook: Making Better Decisions Through Citizen Involvement. San Francisco: Jossey-Bass, 2005. • Kane, Sam, Lenny Lind, Catherine Toldi, Sarah Fisk, Duane Berger. The Facilitator’s Guide to Participatory Decisionmaking, Second Edition. San Francisco: Jossey-Bass, 2007. • Kouzes, James M. and Barry Z. Posner. The Leadership Challenge, 4th Edition. San Francisco: Jossey Bass, 2007. • University of Kansas Work Group for Community Health & Development. Community Tool Box, http://ctb.ku.edu/en/tablecontents/, accessed May 2010.

  14. Questions?

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