Enhancing Leadership Capacity As a Means of Improving Performance in

Public Organizations

James R. ThompsonUniversity of Illinois - Chicago

Improving Performance in Public Organizations

Technical Elements

• Process improvement• Job restructuring• Performance measurement• Reorganization

Social Elements

• Motivation• Working in Groups• Conflict resolution• Communication

• Leadership development as a means of addressing social elements

• Leadership Levels – Executive– Middle Management– Front-line Supervisors

• Front-line supervisors and employee engagement

Source: U.S. Office of Personnel Management

The Leadership Competency “Stair Step”

• Leadership Development Template– Classroom training– Feedback-oriented programs– Developmental relationships– Job assignments

• Classroom Education and Training– Traditionally directed at technical issues– Insuring that skills and knowledge gained are

applied on the job• Breaking the training up into blocks• Requiring the application of skills and knowledge in the

workplace between blocks– “quick wins”

• Feedback-Intensive Programs– Identification of strengths and weaknesses• Personality test• Multi-source feedback

Multi-source Feedback

• Developmental Relationships– Mentoring– Coaching – Action Learning Teams

• Developmental Job Assignments– “Stretch” assignments– Rotational assignments• Taking the trainee “off line”

– Individual Development Plan• Identify and address weaknesses• Build on strengths

• Leadership Development Success Factors– Create a continuous learning environment– Involve supervising officials in training of

subordinates– Obtain top leader commitment– Use Metrics to Assess Program Outcomes– Integrate Leadership Considerations into

Personnel Processes

• Create a Continuous Learning Environment– Taking a systematic approach to leadership

development• Determine readiness• Feedback prior to training• Reinforcement upon return

– Community of Practice– Leadership days– Monthly leadership “e-lessons”

• Involve Supervising Officials in Training of Subordinates– Bosses• Have regular contact with subordinates• Are responsible for development of subordinates• Can access organizational resources on behalf of

subordinate

– Concerns about loss of production while subordinate is in training

• Obtain Top Leader Commitment– Involve senior leaders in identification of

leadership competencies– Create a leadership development council to

oversee leadership programs– Senior leaders as instructors• Convey values and philosophy

• Use Metrics to Assess Program Outcomes– Individual-level outcomes• Course evaluations• Progress towards IDP goals• Multi-source feedback ratings

• Use Metrics to Assess Program Outcomes– Group-level outcomes• Focus groups• Progress on team action plans• Observation• Interview with coach

• Use Metrics to Assess Program Outcomes– Organization-level outcomes• Culture/Climate Surveys• Multi-source feedback results• Exit surveys• Workplace statistics

– Turnover– Absenteeism– Training program attendance– Performance appraisal ratings

• Integrate Leadership Considerations into Personnel Processes– Leadership Competency Model– Leadership competencies used for • Hiring • Promotion• Performance management• Training

Conclusion

Questions?