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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. Target group – civil servants of highest grades (18-20 ).

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Developing leadership: our experience and needed improvements

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  1. 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

  2. Target group – civil servants of highest grades (18-20)

  3. Training Program for Leaders of Organizations - OLYMP Expected result:

  4. 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

  5. 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

  6. OLYMP training modules Managing an organization External relations Personality of a leader Dealing with staff

  7. 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

  8. 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.”

  9. BUT... 7 needed improvements

  10. 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

  11. Needed improvement-2 • To individualize training (Germany, Estonia, Sweden) Evaluation of personality and training needs before the training enables to define:

  12. Needed improvement-3 • To distinguish mandatory and optional parts of curricula

  13. 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

  14. 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

  15. 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.

  16. 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.

  17. 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

  18. 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.

  19. Thank youYour questions...

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