Valued Leadership Development in DHS & OHA
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Transcript Valued Leadership Development in DHS & OHA
Valued
Leadership
Development
in DHS & OHA
Jeannine Beatrice
Spring 2012
MPA Capstone Presentation
Advisor, Doug Morgan
Valued Leadership
Development in DHS & OHA
Background
& Context
Significance & Purpose
Why Study Leadership Development?
Themes
in the Literature
Research Questions & Methods
Findings
Conclusions
Acknowledgements
Background & Context
DHS & OHA
Two
largest state of Oregon Agencies
Most employees
Most customers
Serving
all who live and pass through the
state.
From food stamps, to elder-abuse
investigations, to safe drinking and
swimming waters
Background & Context
Leadership Needs in DHS & OHA
Budget
Reductions
New State law mandating an 11:1 staff to
supervising manager ratio
High number of retirements
Not replacing
Major
national and statewide health care
initiatives
Demanding and visible public sector work
Background & Context
Leadership Development in DHS & OHA
Leadership
Model
Aspiring Leaders Program
Official Mentoring
Background & Context
Leadership Development in DHS & OHA
Leadership
Academy
2002 to present
Cabinet-sponsored program
6-months, 2-days/month
Significance & Purpose
Why Study Leadership Development?
We
don’t know what is valuable
leadership development in the context
of DHS & OHA,
so
We don’t know how to support valuable
leadership development in context of
the organization
Themes in Literature
Leadership
development:
Leaders are born and made
Dynamism and process
Organizations can promote or block
Promotes organizational strength
Studied & conducted in context of
organization
Research Methods &
Questions
Single-Group
Survey
188-Leadership Academy graduates
Baseline their own understanding of
leadership development
Rate 17-leadership development activities
Add other activities not listed
Tell us a little about you
Findings
LA
grads rated selves above average to
stellar in their own leadership
development understanding
Findings
Very
participatory in leadership
development activities
Reading, classes, working special projects,
self-work, networking….
Mentoring & coaching others
Self-work
• 17-Leadership Development Activities
• Special Project or Work
Assignments
• Professional
Networking/Organizations
• Connecting with Academy
Alum
• Conferences/Seminars in
Profession
• Exposure to Agency Cabinet
• Executive Coaching
• Reading Leadership or other
Professional Literature
• Official Mentoring
• Unofficial Mentoring
• Management Training
• Surrounded by Excellent
Leadership
• Your Employment Development
Plan
• DHS/OHA Leadership Model
• Other Academies
• Advanced Degrees or
Credentials
• Cross-Organizational Work
• Other Training
Findings
Top-Five
Leadership Development
Activities:
Surrounded by Excellent Leadership (72%)
Working Across Organizational Boundaries
(64%)
Unofficial Mentoring (60%)
Special Projects/Work Assignments (53%)
Exposure Cabinet-Level Leadership (49%)
80.0%
Findings- Top Five
70.0%
Surrounded by excellent leadership
60.0%
50.0%
Working across organizational
boundaries (cross-division, across
agencies, across units, etc.)
40.0%
Unofficial Mentoring
30.0%
Special Project or work assignment
20.0%
Exposure to your agency cabinetlevel leadership
10.0%
0.0%
Not
Valuable
Somewhat
Valuable
Valuable
Highly
Valuable
Did Not
Participate
Significance
of Capstone Project
We now know what is valuable leadership
development in the context of DHS & OHA,
so
We are learning how to support valuable
leadership development in context of the
organization,
and
We can de-centralize leadership
development.
Conclusions
Structured
Leadership Development
Gives the basics
Gives common leadership language
Gives permission & space to do self-work
Gives networking opportunities
But
Integrate leadership development into the
business
Conclusions
Personnel
systems
Align cross-organizational and special
project work assignments with goals of
individuals, teams, and the organization
Offers protection & safety for stretch goals
for both staff and the manager
Offers a feedback loop
Offers exposure and views of the
organization outside of assigned work area
Conclusions
Interaction
with cabinet-level
administrators
Exposure to new perspectives
Challenges ones basic assumptions of how
the organization works
Fosters unofficial mentoring, coaching, &
modeling
Conclusions
Educate
managers of the powers of
unofficial mentoring
Unofficial Mentoring
70.0%
60.0%
50.0%
40.0%
Unofficial Mentoring
30.0%
20.0%
10.0%
0.0%
Not Valuable
Somewhat
Valuable
Valuable
Highly
Valuable
Did Not
Participate
Conclusions
Educate
managers of the powers of
unofficial mentoring
You are being watched…..
behave (model) accordingly
My Leadership Development?
Public Administration & Cohorts
EMPA & Cohorts
Leadership Development & Cohorts
Me & Cohorts
Acknowledgements
Professional & Academic…..
Thank you cohort! and professors
Thank you Yachi and the support crew, Davis &
Phil
Thank you OHA COO Suzanne Hoffman &
DHS COO Jim Scherzinger
Thank you DHS/OHA HR Office & Lisa Harnisch
Thank you Leadership Academy Alumni
Thank you Mike Morris & Madeline Olson
Acknowledgements
Personal…..
Thank you survey guru, Jay Grussing, MPA
Thank you husband, Tuesday dinner maker
Thank you friends, Cindy, Michelle, and Lala
Valued
Leadership
Development
in DHS & OHA
Jeannine Beatrice
Spring 2012
MPA Capstone Presentation
Advisor, Doug Morgan