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Professional Civil Servant – Responsible Decision Making– Prosperity in the Country. Lithuanian Institute of Public Administration ( LIVADIS ). Developing leadership: our experience and needed improvements. 2013-10 -24. Target group – civil servants of highest grades (18-20 ).

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developing leadership our experience and needed improvements
Professional Civil Servant – Responsible Decision Making– Prosperity in the Country

Lithuanian Institute of Public Administration

(LIVADIS)

Developing leadership: our experience and needed improvements

2013-10-24

why leadership skills are important
Why leadership skills are important?
  • Only leaders:
    • can inspire commitment of their followers for quality and for the benefit of public interest, not just their compliance
    • are able to work together with followers for finding solutions
    • are able to lead organisations during changes
    • can influence change of organisational culture

2001

l eadership development concept
Leadership development concept
  • Our assumption is that all 4 groups of competence are important:
  • 1. Self Management
  • 2. Dealing with Staff of a team
  • 3. Managing entire Organization
  • 4. Managing External relations

3

4

2

1

olymp training modul es
OLYMP training modules

Managing an organization

External relations

Personality of a leader

Dealing with staff

olymp training forms and trainers
OLYMP training forms and trainers
  • Assignments for job-place
  • Guest speakers
  • Involvement of participants during training:
    • Interactive presentations
    • Discussions in groups
    • Case analysis
    • Теsts
    • Group assignments
    • Individual assignments
  • Trainers: experience at highest levels of Public service, international experience, teaching/coaching skills
comments of the course participants
Comments of the course participants
  • “I’ve got theoretical approval for my intuitive decisions how to behave, how to make influence so that results of common job are most effective. “
  • “I had an opportunity to evaluate myself and to make conclusions how to communicate with subordinates and my bosses.”
  • “The program has given me more confidence in myself, broadened my views. A lot of discussed things can be implemented in future – now I have broader opportunities for maneuvering.”
  • “The program has supplemented my knowledge, enabled to re-think stereotypes in my mind.”
slide9
BUT...

7 needed improvements

n eeded improvement 1
Needed improvement-1
  • To include evaluation of personality and training needs before training and after training (USA – FEI – MBTI)
    • What value? – Motivation for training and check of individual progress
    • Limitations of 360 degree evaluation
    • Facet5 advantages. Basis – personality priorities of Big Five:
        • WILL
        • EnergY
        • EmpatHY
        • Control
        • emotionalism
needed improvement 2
Needed improvement-2
  • To individualize training (Germany, Estonia, Sweden)

Evaluation of personality and training needs before the training enables to define:

needed improvement 3
Needed improvement-3
  • To distinguish mandatory and optional parts of curricula
needed improvement 4
Needed improvement-4
  • To use the fast track approach and residential training (USA, UK, Lithuania – AMES, EKT)
    • to train 170-300persons in 1-2 years
    • for 1 person: 2 months where 6-12 days are spent in intensive residential training
needed improvement 5
Needed improvement-5
  • To provide a different training content profile for managers and advisers (UK, Central and Eastern Europe countries)
    • since2002 m. a standardized by NISPAcee training program for policy advisors
n eeded improvement 6
Needed improvement-6
  • To start evaluation of an added value of training to the outcomes of organisational performance and quality of delivered services
    • In other EU states the reaction level evaluation is dominating.
    • We propose to find correlations between number of managers of X organisation, who took part in the training, their individual progressand the outcomes of organizational performance and quality of delivered services.
        • The outcomes of organisationalperformance are already checked in organisations that are under the ministries.
        • In PMI program actions for 2013-2015: in the I-st quarter of 2015 the Ministry of Interior will define quality evaluation criteria for organizations that deliver services and will start annual evaluation and its publication.
n eeded improvement 7
Needed improvement-7
  • To relate training content with competences that are required during selection, performance evaluation and are used for promotion, carrier planning (USA, ECir 9 states: CY, IE, RO, HU, SI, EE, NL, UK, SE)
        • Because:
          • Not all competencies can be developed.
          • Training impact will be minimized if things that where encouraged by the training will have no link with things that are required from a manager.
        • Therefore it is essential that entire HRM for Top level civil servantsis based on competencies.
vi sion
Vision

Training of Top level civil servants is:

  • Individualized and profiled
  • Having mandatory and optional parts
  • Based on competencies
  • Proving its added value
  • Stepped-up and residential
  • Continually updated
p f drucker 2001
P.F.Drucker, 2001
  • Leadership has little to do with „leadership features“ and even less with „charisma". It is simple, everyday, not romantic and boring. Its essence is effectiveness of performance.
  • Leadership is not a good or desirable thing by itself. It is a mean. Therefore the essential question is for what purpose it will be used.
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