Enhancing Leadership Capacity As a Means of Improving Performance in Public Organizations James R. Thompson University of Illinois - Chicago

Improving Performance in Public Organizations Technical Elements Process improvement Job restructuring Performance measurement Reorganization Social Elements Motivation Working in Groups Conflict resolution Communication

Leadership development as a means of addressing social elements Leadership Levels – Executive – Middle Management – Front-line Supervisors Front-line supervisors and employee engagement

Source: U.S. Office of Personnel Management The Leadership Competency “Stair Step”

Leadership Development Template – Classroom training – Feedback-oriented programs – Developmental relationships – Job assignments

Classroom Education and Training – Traditionally directed at technical issues – Insuring that skills and knowledge gained are applied on the job Breaking the training up into blocks Requiring the application of skills and knowledge in the workplace between blocks – “quick wins”

Feedback-Intensive Programs – Identification of strengths and weaknesses Personality test Multi-source feedback

Multi-source Feedback

Developmental Relationships – Mentoring – Coaching – Action Learning Teams

Developmental Job Assignments – “Stretch” assignments – Rotational assignments Taking the trainee “off line” – Individual Development Plan Identify and address weaknesses Build on strengths

Leadership Development Success Factors – Create a continuous learning environment – Involve supervising officials in training of subordinates – Obtain top leader commitment – Use Metrics to Assess Program Outcomes – Integrate Leadership Considerations into Personnel Processes

Create a Continuous Learning Environment – Taking a systematic approach to leadership development Determine readiness Feedback prior to training Reinforcement upon return – Community of Practice – Leadership days – Monthly leadership “e-lessons”

Involve Supervising Officials in Training of Subordinates – Bosses Have regular contact with subordinates Are responsible for development of subordinates Can access organizational resources on behalf of subordinate – Concerns about loss of production while subordinate is in training

Obtain Top Leader Commitment – Involve senior leaders in identification of leadership competencies – Create a leadership development council to oversee leadership programs – Senior leaders as instructors Convey values and philosophy

Use Metrics to Assess Program Outcomes – Individual-level outcomes Course evaluations Progress towards IDP goals Multi-source feedback ratings

Use Metrics to Assess Program Outcomes – Group-level outcomes Focus groups Progress on team action plans Observation Interview with coach

Use Metrics to Assess Program Outcomes – Organization-level outcomes Culture/Climate Surveys Multi-source feedback results Exit surveys Workplace statistics – Turnover – Absenteeism – Training program attendance – Performance appraisal ratings

Integrate Leadership Considerations into Personnel Processes – Leadership Competency Model – Leadership competencies used for Hiring Promotion Performance management Training

Conclusion Questions?