Professional Civil Servant Responsible Decision Making Prosperity in the Country Lithuanian Institute of Public Administration LIVADIS 1 201310 24 2 Target group civil ID: 217802
Download Presentation The PPT/PDF document "Developing leadership: our experience an..." is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Developing leadership: our experience and needed improvements
Professional Civil Servant – Responsible Decision Making– Prosperity in the Country
Lithuanian Institute of Public
Administration(LIVADIS)
1
2013-10
-24Slide2
2
Target group – civil servants of highest grades
(18-20)
Chancellor of the Ministry, Seimas, Office of the Prezident, GovernmentVice-ministersDirectors of Departments of the MinistryHeads
of Subdivisions under the Ministry
Heads
of Subdivisions under the Government
Heads
of Governmental bodies
Heads of Subdivisions under the Seimas Government Representative in Districts
Advisers to the Minister
Chief Adviser
s
of the MinistrySlide3
Training Program for Leaders of Organizations - OLYMP
3
Expected
result:Slide4
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 complianceare able to work together with followers for finding solutionsare able to lead organisations during changescan influence change of organisational culture
4
2001Slide5
Leadership development conceptOur assumption is that all 4 groups of
competence are important:51. Self Management
2. Dealing with Staff of a team3. Managing entire Organization4. Managing External relations
1
2
3
4Slide6
OLYMP training modules6
Groups of competence
Мо
dules
1.
Leadership
2.
Personal development
3.
Feedback and evaluation interview
4.
Management of changes and decision making
5.
Strategy and organizational culture
6.
Impact of EU integration on public administration institutions; EU structural funds
7.
Strategic management
of ICT
8.
Cooperation with politicians and communication with media
9. Effective dialog with society
10. Gender equality, equal opportunities
11. National security
Personality of a leader
Dealing with staff
Managing an organization
External relations Slide7
OLYMP training forms and trainersAssignments for job-place
Guest speakersInvolvement of participants during training:Interactive presentationsDiscussions in groups
Case analysisТеstsGroup assignmentsIndividual assignmentsTrainers: experience at highest levels of Public service, international experience, teaching/coaching skills
7Slide8
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.”8Slide9
BUT...
97 needed improvementsSlide10
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 evaluationFacet5
advantages. Basis – personality priorities of Big Five:
WILL
Energ
Y
Empat
HY
C
ontrol
emotionalism
10Slide11
Needed improvement-2 To individualize training (Germany, Eston
ia, Sweden)Evaluation of personality and training needs before the training enables to define:
11
common topics for each training group
according to overlapping
training needs
Topics for
i
ndividual couching according to individual training needsSlide12
Needed improvement-3 12
To distinguish mandatory and optional parts of curriculaSlide13
Needed improvement-4 To use the fast track approach and residential training (USA, U
K, Lithuania – AMES, EKT)to train 170-300 persons in 1-2 yearsfor
1 person: 2 months where 6-12 days are spent in intensive residential training
13Slide14
Needed improvement-5To provide a different training content profile for managers and advisers (UK, Central and Eastern Europe countries
)since 2002 m. a standardized by NISPAcee training program for policy advisors14Slide15
Needed improvement-6To 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 organis
ation, who took part in the training, their individual progress and the outcomes of organizational performance and quality of delivered services. The
outcomes of organisational performance 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
.
15Slide16
Needed improvement-7To relate training content with competences that are required during selection, performance evaluation and are used for promotion, carrier planning
(USA, EC ir 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 servants
is based on competencies.16Slide17
VisionTraining of
Top level civil servants is:Individualized and profiledHaving mandatory and optiona
l partsBased on competenciesProving its added valueStepped-up and residential
Continually updated17Slide18
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.
18Slide19
Thank you
Your questions...
19