valued leadership development in dhs & oha
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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 - PowerPoint PPT PresentationTRANSCRIPT
Valued Leadership Development in DHS & OHAJeannine BeatriceSpring 2012MPA Capstone PresentationAdvisor, 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
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
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
Background & Context
Leadership Model Aspiring Leaders Program Official Mentoring
Leadership Development in DHS & OHA
Background & Context
Leadership Academy 2002 to present Cabinet-sponsored program 6-months, 2-days/month
Leadership Development in DHS & OHA
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?
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%)
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
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
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
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 & OHAJeannine BeatriceSpring 2012MPA Capstone PresentationAdvisor, Doug Morgan