Download - Valued Leadership Development in DHS & OHA
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Valued Leadership Development in DHS & OHAJeannine BeatriceSpring 2012MPA Capstone PresentationAdvisor, Doug Morgan
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Valued Leadership Development in DHS & OHA
Background & Context Significance & Purpose
Why Study Leadership Development? Themes in the Literature Research Questions & Methods Findings Conclusions Acknowledgements
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Background & Context
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
DHS & OHA
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Background & Context
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
Leadership Needs in DHS & OHA
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Background & Context
Leadership Model Aspiring Leaders Program Official Mentoring
Leadership Development in DHS & OHA
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Background & Context
Leadership Academy 2002 to present Cabinet-sponsored program 6-months, 2-days/month
Leadership Development in DHS & OHA
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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
Significance & PurposeWhy Study Leadership Development?
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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
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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
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Findings LA grads rated selves above average to
stellar in their own leadership development understanding
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Findings Very participatory in leadership
development activities Reading, classes, working special
projects, self-work, networking…. Mentoring & coaching others Self-work
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• 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
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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%)
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Not Valu
able
Somew
hat Valu
able
Valua
ble
Highly
Valua
ble
Did Not
Partic
ipate
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Surrounded by excellent lead-ershipWorking across organizational boundaries (cross-division, across agencies, across units, etc.)Unofficial MentoringSpecial Project or work as-signmentExposure to your agency cabinet-level leadership
Findings- Top Five
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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.
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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
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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
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Conclusions Interaction with cabinet-level
administrators Exposure to new perspectives Challenges ones basic assumptions of
how the organization works Fosters unofficial mentoring, coaching, &
modeling
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Conclusions Educate managers of the powers of
unofficial mentoring
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Not Valu
able
Somew
hat Valu
able
Valua
ble
Highly
Valua
ble
Did Not
Partic
ipate
0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%
Unofficial Mentoring
Unofficial Mentoring
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Conclusions Educate managers of the powers of
unofficial mentoring You are being watched…..
behave (model) accordingly
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My Leadership Development? Public Administration & Cohorts EMPA & Cohorts Leadership Development & Cohorts Me & Cohorts
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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
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Acknowledgements Personal…..
Thank you survey guru, Jay Grussing, MPA Thank you husband, Tuesday dinner
maker Thank you friends, Cindy, Michelle, and
Lala
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Valued Leadership Development in DHS & OHAJeannine BeatriceSpring 2012MPA Capstone PresentationAdvisor, Doug Morgan