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Executive Leadership and Development

Why Executive Leadership

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Executive Leadership and Development

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    1. Executive Leadership and Development Purpose and Available Programs: An Illustration By Charles W. Washington, Ph.D.

    2. Why Executive Leadership & Management Development Programs? Purpose: Develop career leaders for local, state, or Federal governance. Enhance leadership and management skills of senior-level executives. Develop the values and competencies that are the foundation of public service, transcending individual professions and missions

    3. Types of Leadership and Management Development Programs Executive Leadership only Executive Development and Leadership Executive Development and Management Training and Development Institutes

    4. Reputable U.S. Executive Leadership Programs Federal Executive Institute (Charlotte, VA) Eastern Management Development Center (Shepardstown, WV) Western Management Development Center (Denver, CO)

    5. Reputable U.S. Executive Leadership Programs Continued Graduate School, U. S. Department of Agriculture http://grad.usda.gov/cgi-bin/sb/page.cgi/aip=1de180w3M6Z,00Vmi49PRnZrcQ-tzKyJdx8m.?page=100870 Harvard Business School Executive Development Program http://www.hbs.edu/executive/index.html

    6. Executive Leadership Institutes in Cooperation with Universities Executive Leadership Institute, Tempe, Arizona (Community College Presidents) University of Texas at Austin http://www.league.org/league/conferences/eli/eli main.htm Executive Leadership (For Librarians—Urban Libraries Council)

    7. Executive Leadership Institutes in Cooperation with Universities Chief Executive Leadership Institute (Yale University) http://celi.som.yale.edu/ Executive Leadership Institute (Portland State University) http://www.eli.pdx.edu/

    8. Executive Leadership Council and Foundation An independent, non-partisan, non-profit 501 ( c ) 6 corporation, founded in 1986 by 19 African-American corporate executives to fulfill a bold mission: Change the face of corporate America; A support network and public leadership forum that prepares the next generation of African-American corporate executives, honors business achievements by African Americans; encourages excellence in business; and influences public policy on behalf of African Americans. http://www.elcinfo.com/

    9. Executive Leadership Council and Foundation: Purpose Provide African-American executives in Fortune 500 companies with a professional network and forum that offers perspective and direction to issues affecting excellence in business, economic and public policies in African-American communities, corporate America, and the community at large. Increase the visibility, recognition, and advancement of African-American business executives at all levels. Create and develop new economic opportunities for minority enterprise. Insure that corporate philanthropic programs are inclusive of and responsive to African-American communities.

    10. National Leadership Institute Center for Creative Leadership @ University of Maryland, College Park http://www.umuc.edu/prog/nli/nli.html

    11. Ohio Executive Leadership Institute PROVIDES INTENSIVE SHORT PROGRAMS AND WORKSHOPS FOR PUBLIC AND NONPROFIT SECTOR EXECUTIVES http://oueli.voinovichcenter.ohio.edu/

    12. Institute for Leadership Advancement Stresses the importance of principled leadership based on core values and emphasize leadership as a collaborative process, not a position. http://www.terry.uga.edu/leadership/programs/executive/enrollment.html (University of Georgia)

    13. SAMPLE OF STATES WITH EXECUTIVE DEVELOPMENT & LEADERSHIP PROGRAMS Mississippi Massachusetts South Carolina Virginia California Vermont Maine Tennessee

    14. ELECTED OFFICIALS LEADERSHIP AND DEVELOPMENT PROGRAMS National League of Cities Leadership Training Institute http://www.nlc.org/Resources_for_Cities/Leadership_Training_Programs/ Snelling Center for Government --Vermont Leadership Institute http://www.snellingcenter.org/lead.html GovLeaders.com http://www.govleaders.org/training4.htm (List of state and local government leadership programs)

    15. TYPICAL TOPICS IN EXECUTIVE LEADERSHIP & DEVELOPMENT COURSES Redefining Leadership Strategic Thinking & Decision Making Organizational Communication Power & Influence Strategies Creativity & Innovation The Leader's Role in Budget & Finance Leadership Ethics

    16. TYPICAL TOPICS CONTINUED Dispute Resolution Skills Budget Performance Collaboration Across Boundaries Creative Leadership Effective Communications Sensitivity in Managing People Motivation for results

    17. TYPICAL TOPICS CONTINUED Understanding Governmental Structure & Functions Planning and Organization Strategies Values and Ethics in Leadership and Management Accountability and Performance

    18. STRUCTURE OF INSTITUTES BOARD OF DIRECTORS FRIENDS OF THE INSTITUTE SPONSORS OF THE INSTITUTE ASSOCIATES OF THE INSTITUTE FOUNDERS OF THE INSTITUTE

    19. FUNDING Government funding via agency budget allocations. Individual agencies pay participants’ cost. Individual’s pay participation cost Institute underwritten by private or corporate contributions

    20. STAFFING Faculty drawn from seasoned executives Faculty drawn from corporate executives. Faculty drawn from University researchers and faculty members Faculty drawn from think tanks and research organizations

    21. MODE OF DELIVERY During regular work week. Three-day weekend session. One or more sessions every nth week for y number of weeks. Off-site week-long session. Off-site weekend sessions (F-S-S) for x weekends.

    22. EVALUATION All substantive sessions should be evaluated. All presenters should be evaluated. Location, facilities, food, free-time, interaction time, and other related factors should be evaluated. Overall experience should be evaluated.

    23. PAUSE: Q& A, DISCUSSION Time to be devoted for questions and answers and general discussion before moving on if this is desired.

    24. STRATEGIC PLANNING AND ITS RELATIONSHIP TO THE FSGDS Purpose: To discuss extent to which principles of Strategic Planning are evident in the FSGDS and the relevance of other aspects of Strategic Planning to Effective Implementation

    25. BASIC ELEMENTS OF STRATEGIC PLANNNG Environmental Scan Understanding the organizational context Understanding the purpose for which it exist Understand the business it is in Understanding it clientele Understanding its guiding philosophy

    26. BASIC ELEMENTS OF STRATEGIC PLANNNG Engage in Visioning Exercise Conduct SWOT Analysis Assess Strengths Assess Weaknesses Determine existing and future opportunities Identify existing threats

    27. BASIC ELEMENTS OF STRATEGIC PLANNNG Arrive at an acceptable Vision Statement Generate a Mission Statement Develop in consultation with stakeholders a set of core values Generate Specific Goals consonant with Mission

    28. BASIC ELEMENTS OF STRATEGIC PLANNNG Generate specific, measurable, time bound, resource-associated, strategic objectives for each specific goal Generate multiple measurable objectives per goal Develop a set of criteria for evaluating objectives

    29. BASIC ELEMENTS OF STRATEGIC PLANNNG In consultation with stakeholders, determine the strategic priorities from among goals and objectives. Develop performance indicators for measuring success in achieving objectives.

    30. BASIC ELEMENTS OF STRATEGIC PLANNNG Assign budget and personnel consistent with strategic priorities. Engage in continuous assessment and evaluation to achieve continuous improvement Realign Goals in light of changing realities.

    31. ASSESSMENT OF FSGDS’ ALIGNMENT WITH GOOD STRATEGIC PLANNING Are all concerned stakeholders adequately involved in process? Are strategic priorities identified? Is there agreement on core values? What are they? Are resources---money, time, people allocated to strategic priorities.

    32. DISCUSSION SESSION Q AND A AND GENERAL DISCUSSION ABOUT FREE STATE’S GROWTH AND DEVELOPMENT STRATEGY AND ITS RELATIONSHIP TO THE THEORETICAL DIMENSION OF STRATEGIC PLANNING.

    33. END OF SESSION

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