This document provides an overview of a new leadership training program focusing on public sector performance. The 5-course certificate program emphasizes ethics and the role of leadership in driving high performance in government agencies. It utilizes case studies of individual leaders, interactive exercises, and distance learning. The goal is to help emerging leaders overcome resistance to change and achieve success through strong, committed leadership. A pilot program for a law enforcement cohort is proposed to assess the effectiveness of the training approach.
This document discusses the promise of building individual and organizational capacity through frameworks focused on executive functioning, resilience, and leadership development. It argues these frameworks hold potential for setting and achieving life goals if integrated in a holistic approach at the individual, community, agency, and partnership levels. While each framework has experts exploring its application, efforts are lacking to connect them and demonstrate how they could comprise a more powerful approach to development across populations and challenges.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
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In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
This document describes an ethical dilemma faced by the director of a charity organization. The director was pressured by a city official to hire the official's friend, despite concerns from the board of trustees. Over time, it became clear the friend was not doing any real work. The document then discusses various ethical theories that could help analyze this dilemma, such as virtue ethics, consequentialism, and utilitarianism. It concludes by outlining steps for ethical decision making, like defining the issue and identifying affected stakeholders.
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
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This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
This document provides an overview of leadership approaches and strategies for addressing youth violence. It discusses that youth violence prevention requires a flexible approach that addresses behavioral, environmental, and social factors. Public sector leaders must function as change agents in developing and implementing collaborative strategies. The document reviews theories of charismatic, transformational, and servant leadership and their focus on empowering followers, envisioning change, and prioritizing followers' needs and interests to motivate them. Trust and open communication between leaders and stakeholders are essential for effective collaboration on complex issues like youth violence.
This document discusses a workshop held by the Minnesota Change Management Network (MNCM) that utilized TRACOM's Adaptive Mindset Profile and curriculum to teach change professionals how to build resilience to enable positive change. The workshop found that understanding resilience concepts helps people deal with the emotions that accompany change and increases the likelihood of success for change initiatives. It also emphasized that senior leaders must effectively communicate change programs and embody the behaviors they want to foster in order to drive successful organizational change.
The seven pillars of sustainability leadershipmifanning
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The document outlines seven practices that define leadership in corporate sustainability according to input from senior executives at over 80 companies:
1. The board of directors is actively engaged on sustainability issues through oversight, allocating sufficient time to discussions, and having relevant expertise on board.
2. The CEO and C-suite champion sustainability by ensuring sustainability is part of strategic planning and that the head of sustainability reports directly to the CEO.
3. Sustainability is embedded in strategic planning through developing a priority list of material sustainability risks and opportunities.
4. Sustainability goals are strategic, ambitious, and long-term to drive innovation and prepare for future challenges.
5. Executive compensation is tied to sustainability performance
This document discusses the promise of building individual and organizational capacity through frameworks focused on executive functioning, resilience, and leadership development. It argues these frameworks hold potential for setting and achieving life goals if integrated in a holistic approach at the individual, community, agency, and partnership levels. While each framework has experts exploring its application, efforts are lacking to connect them and demonstrate how they could comprise a more powerful approach to development across populations and challenges.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
Â
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
This document describes an ethical dilemma faced by the director of a charity organization. The director was pressured by a city official to hire the official's friend, despite concerns from the board of trustees. Over time, it became clear the friend was not doing any real work. The document then discusses various ethical theories that could help analyze this dilemma, such as virtue ethics, consequentialism, and utilitarianism. It concludes by outlining steps for ethical decision making, like defining the issue and identifying affected stakeholders.
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
Â
This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
This document provides an overview of leadership approaches and strategies for addressing youth violence. It discusses that youth violence prevention requires a flexible approach that addresses behavioral, environmental, and social factors. Public sector leaders must function as change agents in developing and implementing collaborative strategies. The document reviews theories of charismatic, transformational, and servant leadership and their focus on empowering followers, envisioning change, and prioritizing followers' needs and interests to motivate them. Trust and open communication between leaders and stakeholders are essential for effective collaboration on complex issues like youth violence.
This document discusses a workshop held by the Minnesota Change Management Network (MNCM) that utilized TRACOM's Adaptive Mindset Profile and curriculum to teach change professionals how to build resilience to enable positive change. The workshop found that understanding resilience concepts helps people deal with the emotions that accompany change and increases the likelihood of success for change initiatives. It also emphasized that senior leaders must effectively communicate change programs and embody the behaviors they want to foster in order to drive successful organizational change.
The seven pillars of sustainability leadershipmifanning
Â
The document outlines seven practices that define leadership in corporate sustainability according to input from senior executives at over 80 companies:
1. The board of directors is actively engaged on sustainability issues through oversight, allocating sufficient time to discussions, and having relevant expertise on board.
2. The CEO and C-suite champion sustainability by ensuring sustainability is part of strategic planning and that the head of sustainability reports directly to the CEO.
3. Sustainability is embedded in strategic planning through developing a priority list of material sustainability risks and opportunities.
4. Sustainability goals are strategic, ambitious, and long-term to drive innovation and prepare for future challenges.
5. Executive compensation is tied to sustainability performance
This document summarizes Michael Fullan's ideas about leadership and educational change. It discusses that leadership is about cultivating other leaders and maintaining continuity of direction. Change is a complex process that cannot be understood simply as cause and effect. Fullan believes leaders should be committed to values but flexible in their approaches. Key elements of successful change involve developing relationships, building capacity through collaboration, and focusing on culture change and shared understanding. Leaders must understand the change process, engage moral purpose, and develop cultures that support learning.
Keynote 4: Leadership and Education for Sustainable Development, Philip VaughterESD UNU-IAS
Â
The 2016 ProSPER.Net Leadership Programme was held in Labuan Island and Beaufort, Sabah, Malaysia. The Programme included workshops, plenary sessions, and fieldwork around the topics of local sustainable development challenges in the region. The main goals of the Programme were to identify local leadership opportunities for sustainable development and to link local and national sustainable development projects to the Sustainable Development Goals (SDGs), the Paris Climate Treaty, and the Sendai Framework on Disaster Risk Reduction.
The document discusses Michael Fullan's six secrets of change which are focused on building organizational capacity. The six secrets are: 1) Love your employees; 2) Connect peers with purpose; 3) Non-judgmentalism and capacity building over judgment; 4) Learning is the work; 5) Transparency rules; 6) Systems learn. The document provides explanations and examples for each secret. It emphasizes that the secrets are interrelated and reinforce each other to create high-performance organizations through continuous learning and improvement.
This document provides information about a 10-week program on developing high performance teams. The program aims to develop distributed leadership, high performance teams, change management skills, decision making, and synergy. It includes an initial 2-day experiential learning session followed by 8 weeks of online activities focusing on entrepreneurship, teamwork, and distributed leadership. The methodology incorporates simulation, exercises, tests, and online discussion. The program is led by Ricardo Zamora and Edward Gonsalves and aims to help organizations succeed in complex, uncertain environments.
An overview of leadership, different types of headship and different types of school structures. The range of contexts for school leadership is dazzling. The critical task of leading a school remains the same and the most important job after parenting!
Fullan's model for change involves moral purpose, understanding the change process, and coherence making. Leaders must have a moral purpose to make a positive difference and understand that change is complex. Relationships are key and improve through sharing new knowledge and commitment. Finally, people must make sense of changes for coherence which can be difficult due to disequilibrium. Leaders must appreciate challenges, look at resistance positively, and reculture the organization through the change process.
The document provides observations and recommendations to improve internal communications at the VA. It recommends leveraging all internal communication channels such as social media, intranets, newsletters, and videos. It also recommends adopting a new leadership model called "Model X" which hybridizes leadership theories and communication network theory. Model X aims to establish effective communication norms enterprise-wide and improve the employee experience through more empowering leadership. It analyzes the current poor state of the VA's internal communications and leadership, and provides strategies to centralized information sharing and implement a hybrid communication network to better empower employees under Model X.
On Culture Leadership Performance In Health Care Wpmbillmacaux
Â
This document discusses organizational culture change in healthcare. It argues that culture significantly impacts performance, with 50-60% of mergers and projects failing due to cultural issues. Healthcare especially requires culture change to reduce disruptive behaviors and enable reform. Leadership is key to culture change through setting a vision, aligning people, and motivating action. However, uptake of improvements is often slow. Senior leaders must identify and develop more leaders to set direction, promote relationships, and empower change by breaking old habits and decentralizing control. Building leadership capacity through collaborative development is needed to successfully navigate reforms and drive sustained cultural and performance improvement.
Literature review on youth leadership samplecocolatto
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This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
This document discusses authentic leadership theory. It defines authentic leadership as leadership that is genuine and based on a leader's self-awareness, internal values, and relational transparency. The document outlines different approaches to authentic leadership, including practical leader characteristics models and a theoretical model with four core components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. It also discusses factors that influence authentic leadership development and how the theory works, including strengths like its moral dimension, and criticisms around concepts needing more development and research.
This document provides an overview of transformational leadership. It defines transformational leadership as a process that changes and transforms both leaders and followers. The document outlines Bass's model of transformational leadership, which includes four factors: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses the full range leadership model and contrasts transformational leadership with transactional and passive-avoidant leadership. Strengths and criticisms of transformational leadership theories are presented.
The document traces the evolution of leadership definitions from 1900 to the present. Early definitions in the 1900s focused on control and centralization of power, while definitions from the 1930s emphasized traits. More recent 21st century definitions view leadership as a process involving authentic, spiritual, servant-oriented and adaptive approaches. The core definition presented is that leadership is a process whereby an individual influences a group to achieve common goals. Key components of leadership are that it involves influence within a group context to work toward shared objectives. Leadership is described as both an assigned and emergent role involving the exercise of power, but not coercion which manipulates rewards and penalties. While related, leadership and management are distinct, with management focusing on order and consistency, and
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
This final lecture is a wrap-up of a 24h course given at University in 2017, which encompasses Leadership theories, differences with Management, relationship with Change and Innovation, Innovation management and Emotional Intelligence. Lecture on Yukl and Trott text books.
This document summarizes a study on knowledge management (KM) programs in Dubai's public sector. It identifies three critical factors that determine the success of KM initiatives: managerial influences, resource influences, and environmental influences. The study found that many public organizations in Dubai lack effective leadership structures like KM units and champions to drive KM. Additionally, while some organizations coordinate KM well, many public sector entities do not properly assess their KM performance. The barriers to effective KM in Dubai's public sector include a lack of leadership emphasis and concerns about knowledge sharing related to job security and data access.
The document summarizes a presentation given by Beverly Alimo-Metcalfe at the CIPD Annual HR Conference on leadership and increasing employee engagement. It discusses how traditional leadership models are shifting from individual to collective and how engaging transformational leadership can increase engagement, motivation, well-being and organizational success. Evidence is provided that engaging leadership behaviors are proven to increase engagement and organizational performance based on staff surveys and measurable outcomes like cost savings and new service development. Principles of engaging leadership for creating high readiness for change within teams are outlined.
21 organization development in global settingsArchith Nathan
Â
Organization development (OD) is now a global practice due to the expansion of organizations internationally. Hofstede developed a framework of cultural dimensions based on research with IBM employees in 40 countries. His dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, long-term vs short-term orientation. Organizations operate with international, global, multinational, or transnational orientations depending on their product standardization and responsiveness to local markets. OD helps organizations address cross-cultural issues and implement their global strategy through interventions like training, team building, and strategic planning.
The behavioral approach focuses on the specific behaviors of leaders rather than inherent traits. Research identified two broad categories of leader behavior: task behaviors related to goal accomplishment and relationship behaviors related to building team relationships. The Ohio State and University of Michigan studies developed models of these behaviors and their impact on group performance. Blake and Mouton's leadership grid further classified styles based on the degree of priority given to tasks vs relationships. The behavioral approach provides a framework for assessing and developing leadership styles but has limitations regarding cultural context and performance outcomes.
As presented at SOURCE Boston, 2013
For final deck presented at Defcon, see: http://www.slideshare.net/amberella/dc21-suicide-intervention-and-risk-assessement
This document summarizes the content of the Journal of Law Enforcement Leadership and Ethics, Volume 3 Number 1 from September 2016. It provides information on the journal's purpose, editorial board, and first few articles. The journal aims to advance police leadership and ethics through publishing peer-reviewed articles from academics and practitioners in law enforcement and related fields. It is a collaborative effort between the Institute for Law Enforcement Administration and The Center for Law Enforcement Ethics.
This document summarizes Michael Fullan's ideas about leadership and educational change. It discusses that leadership is about cultivating other leaders and maintaining continuity of direction. Change is a complex process that cannot be understood simply as cause and effect. Fullan believes leaders should be committed to values but flexible in their approaches. Key elements of successful change involve developing relationships, building capacity through collaboration, and focusing on culture change and shared understanding. Leaders must understand the change process, engage moral purpose, and develop cultures that support learning.
Keynote 4: Leadership and Education for Sustainable Development, Philip VaughterESD UNU-IAS
Â
The 2016 ProSPER.Net Leadership Programme was held in Labuan Island and Beaufort, Sabah, Malaysia. The Programme included workshops, plenary sessions, and fieldwork around the topics of local sustainable development challenges in the region. The main goals of the Programme were to identify local leadership opportunities for sustainable development and to link local and national sustainable development projects to the Sustainable Development Goals (SDGs), the Paris Climate Treaty, and the Sendai Framework on Disaster Risk Reduction.
The document discusses Michael Fullan's six secrets of change which are focused on building organizational capacity. The six secrets are: 1) Love your employees; 2) Connect peers with purpose; 3) Non-judgmentalism and capacity building over judgment; 4) Learning is the work; 5) Transparency rules; 6) Systems learn. The document provides explanations and examples for each secret. It emphasizes that the secrets are interrelated and reinforce each other to create high-performance organizations through continuous learning and improvement.
This document provides information about a 10-week program on developing high performance teams. The program aims to develop distributed leadership, high performance teams, change management skills, decision making, and synergy. It includes an initial 2-day experiential learning session followed by 8 weeks of online activities focusing on entrepreneurship, teamwork, and distributed leadership. The methodology incorporates simulation, exercises, tests, and online discussion. The program is led by Ricardo Zamora and Edward Gonsalves and aims to help organizations succeed in complex, uncertain environments.
An overview of leadership, different types of headship and different types of school structures. The range of contexts for school leadership is dazzling. The critical task of leading a school remains the same and the most important job after parenting!
Fullan's model for change involves moral purpose, understanding the change process, and coherence making. Leaders must have a moral purpose to make a positive difference and understand that change is complex. Relationships are key and improve through sharing new knowledge and commitment. Finally, people must make sense of changes for coherence which can be difficult due to disequilibrium. Leaders must appreciate challenges, look at resistance positively, and reculture the organization through the change process.
The document provides observations and recommendations to improve internal communications at the VA. It recommends leveraging all internal communication channels such as social media, intranets, newsletters, and videos. It also recommends adopting a new leadership model called "Model X" which hybridizes leadership theories and communication network theory. Model X aims to establish effective communication norms enterprise-wide and improve the employee experience through more empowering leadership. It analyzes the current poor state of the VA's internal communications and leadership, and provides strategies to centralized information sharing and implement a hybrid communication network to better empower employees under Model X.
On Culture Leadership Performance In Health Care Wpmbillmacaux
Â
This document discusses organizational culture change in healthcare. It argues that culture significantly impacts performance, with 50-60% of mergers and projects failing due to cultural issues. Healthcare especially requires culture change to reduce disruptive behaviors and enable reform. Leadership is key to culture change through setting a vision, aligning people, and motivating action. However, uptake of improvements is often slow. Senior leaders must identify and develop more leaders to set direction, promote relationships, and empower change by breaking old habits and decentralizing control. Building leadership capacity through collaborative development is needed to successfully navigate reforms and drive sustained cultural and performance improvement.
Literature review on youth leadership samplecocolatto
Â
This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
This document discusses authentic leadership theory. It defines authentic leadership as leadership that is genuine and based on a leader's self-awareness, internal values, and relational transparency. The document outlines different approaches to authentic leadership, including practical leader characteristics models and a theoretical model with four core components: self-awareness, internalized moral perspective, balanced processing, and relational transparency. It also discusses factors that influence authentic leadership development and how the theory works, including strengths like its moral dimension, and criticisms around concepts needing more development and research.
This document provides an overview of transformational leadership. It defines transformational leadership as a process that changes and transforms both leaders and followers. The document outlines Bass's model of transformational leadership, which includes four factors: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses the full range leadership model and contrasts transformational leadership with transactional and passive-avoidant leadership. Strengths and criticisms of transformational leadership theories are presented.
The document traces the evolution of leadership definitions from 1900 to the present. Early definitions in the 1900s focused on control and centralization of power, while definitions from the 1930s emphasized traits. More recent 21st century definitions view leadership as a process involving authentic, spiritual, servant-oriented and adaptive approaches. The core definition presented is that leadership is a process whereby an individual influences a group to achieve common goals. Key components of leadership are that it involves influence within a group context to work toward shared objectives. Leadership is described as both an assigned and emergent role involving the exercise of power, but not coercion which manipulates rewards and penalties. While related, leadership and management are distinct, with management focusing on order and consistency, and
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
This final lecture is a wrap-up of a 24h course given at University in 2017, which encompasses Leadership theories, differences with Management, relationship with Change and Innovation, Innovation management and Emotional Intelligence. Lecture on Yukl and Trott text books.
This document summarizes a study on knowledge management (KM) programs in Dubai's public sector. It identifies three critical factors that determine the success of KM initiatives: managerial influences, resource influences, and environmental influences. The study found that many public organizations in Dubai lack effective leadership structures like KM units and champions to drive KM. Additionally, while some organizations coordinate KM well, many public sector entities do not properly assess their KM performance. The barriers to effective KM in Dubai's public sector include a lack of leadership emphasis and concerns about knowledge sharing related to job security and data access.
The document summarizes a presentation given by Beverly Alimo-Metcalfe at the CIPD Annual HR Conference on leadership and increasing employee engagement. It discusses how traditional leadership models are shifting from individual to collective and how engaging transformational leadership can increase engagement, motivation, well-being and organizational success. Evidence is provided that engaging leadership behaviors are proven to increase engagement and organizational performance based on staff surveys and measurable outcomes like cost savings and new service development. Principles of engaging leadership for creating high readiness for change within teams are outlined.
21 organization development in global settingsArchith Nathan
Â
Organization development (OD) is now a global practice due to the expansion of organizations internationally. Hofstede developed a framework of cultural dimensions based on research with IBM employees in 40 countries. His dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, long-term vs short-term orientation. Organizations operate with international, global, multinational, or transnational orientations depending on their product standardization and responsiveness to local markets. OD helps organizations address cross-cultural issues and implement their global strategy through interventions like training, team building, and strategic planning.
The behavioral approach focuses on the specific behaviors of leaders rather than inherent traits. Research identified two broad categories of leader behavior: task behaviors related to goal accomplishment and relationship behaviors related to building team relationships. The Ohio State and University of Michigan studies developed models of these behaviors and their impact on group performance. Blake and Mouton's leadership grid further classified styles based on the degree of priority given to tasks vs relationships. The behavioral approach provides a framework for assessing and developing leadership styles but has limitations regarding cultural context and performance outcomes.
As presented at SOURCE Boston, 2013
For final deck presented at Defcon, see: http://www.slideshare.net/amberella/dc21-suicide-intervention-and-risk-assessement
This document summarizes the content of the Journal of Law Enforcement Leadership and Ethics, Volume 3 Number 1 from September 2016. It provides information on the journal's purpose, editorial board, and first few articles. The journal aims to advance police leadership and ethics through publishing peer-reviewed articles from academics and practitioners in law enforcement and related fields. It is a collaborative effort between the Institute for Law Enforcement Administration and The Center for Law Enforcement Ethics.
Cleeve Briere, Coordinator, Crisis Management Service, Assistant Director, Saskatoon Crisis Intervention Services in Saskatoon spoke to SIAST Faculty and Staff about dealing with crisis of suicide.
The document discusses the psychophysiological response to crisis and stress. It describes how the human brain evolved to maintain homeostasis and how the introduction of a stressor can cause disequilibrium, activating the sympathetic nervous system's fight or flight response. Various factors like perceived control and predictability impact the level of stress experienced. The document outlines four potential response modes (offense, defense, escape, panic) that a criminal offender may demonstrate under stress.
This chapter discusses prison riots, including their typologies and psychological principles. It covers four types of prison riots defined by the motivations of inmates: grievance riots resulting from living conditions or restrictions on lifestyle/privileges; retaliation riots seeking vengeance; power riots attempting to gain control among gangs; and symbolic riots supporting a cause. During riots, psychological principles of deindividuation and obedience to group norms can overcome individual decision making. Response strategies include tactical strikes, riot squad maneuvers, or negotiation to de-escalate threats and resolve inmate demands.
The document summarizes chapter 6 of the book "Crisis Intervention: The Criminal Justice Response to Chaos, Mayhem, and Disaster" by William Harmening. The chapter discusses suicide and the psychology of self-destruction. It covers the social impact of suicide in America, predominant theories of suicide, a typology scheme for different types of suicide and the dangers they pose, and techniques for responding to and de-escalating suicide situations. The chapter objectives are to summarize these topics.
The courtroom is a high-risk environment due to emotions running high and potential losses for those involved. Maintaining security is challenging due to lack of funding, preparedness, complacency, and outdated infrastructure. Risk assessment protocols examine the hearing type, participants, and emotions to determine security levels. Proactive security includes transport procedures, staffing levels, and facility design. Reactive measures provide communication systems and response protocols for emergencies. Overall, the goal is protecting all within constitutional rights.
A cult is a group that separates itself from mainstream culture and forms a distinct belief system. Cults can take various forms such as violent apocalyptic, passive apocalyptic, seeking a new world order, or social isolation. Most are led by charismatic leaders and have different types of followers. Police must balance constitutional rights with protecting people from harm when responding to cults.
The document discusses victimology and victim services. It defines different types of victims, including the violated (sex crimes), assaulted (physical violence), uprooted (natural disasters), oppressed (psychological/economic abuse), and passive (witnesses). It describes the enormous costs of victimization to society and discusses services available in communities to help victims. It also notes that victim trauma can negatively impact the accuracy of eyewitness reports due to effects on memory and perception.
The document summarizes Chapter 1 of the book "Crisis Intervention: The Criminal Justice Response to Chaos, Mayhem, and Disaster" by William Harmening. It defines crisis as an event that causes internal and external systems of control to become stressed, requiring third-party intervention. It discusses classifying crises based on their potential impact, the history of crisis intervention in America from the 1700s to today, and the five steps of modern crisis intervention: response, containment, de-escalation, remediation, and prevention.
The document summarizes occupational health and safety statistics, laws, and responsibilities in Canada. It notes that there were 250-300 fatalities and 200,000 injuries annually, costing employers $8 billion total. It outlines the duties and potential penalties for employers, supervisors, workers, and directors to exercise due diligence to ensure health and safety. Joint health and safety committees are also mentioned as an important mechanism to identify hazards and make recommendations.
This chapter discusses domestic violence in the United States. It begins by explaining the scope and prevalence of domestic violence, noting that it predominantly affects women and is often quite severe, resulting in death. The chapter then summarizes the historical police response to domestic violence, which was often to view it as a private family matter. Various typologies of domestic abusers and the cycle of violence are described. Battered spouse syndrome is explained, adapting learned helplessness theory. Symptoms experienced by abused spouses and children witnessing abuse are listed. The chapter concludes by describing the Minneapolis Police Department's experiment with arrest in domestic violence cases, which helped shape modern best practices for police response.
The document summarizes key concepts about crisis communication from Chapter 3 of the book "Crisis Intervention: The Criminal Justice Response to Chaos, Mayhem, and Disaster" by William Harmening. It discusses (1) the importance of communication in crisis intervention and containment/de-escalation, (2) Transactional Analysis as a model involving the Parent, Adult, and Child ego states, and typical communication patterns from each, and (3) specific communication patterns like parallel vs crossed transactions and hooking someone in crisis into a more rational discussion.
The document discusses the tactical response to crisis situations. It covers the historical development of SWAT teams and their role in containing crises. For active shooter situations, the response has changed from setting up a perimeter to immediately confronting the shooter to minimize loss of life. Rapid deployment involves contact, rescue, evacuation, and perimeter teams working together. When breaching a location, teams can either breach and hold or use various entry tactics like crisscross or buttonhook depending on the situation.
A mass panic occurs when a group acts in dangerous or destructive ways contrary to social norms due to abandoning individuality and adopting a group mentality. There are four types of mass panic that determine the police response: anger-driven, excitement-driven, desperation-driven, and fear-driven. The police must be prepared to avoid exacerbating a potential panic with either under- or over-response. Elements of an effective response include preparedness, command/communication, contingencies, and rules of engagement tailored for each panic type.
Police and correctional officers may use various levels of force to gain compliance, make arrests, and protect themselves and others. The Supreme Court ruled in Tennessee v. Garner that deadly force is only justified to protect against death or serious harm, rather than to stop all fleeing felons. An officer's perception can be distorted by stress, leading them to "see" things that aren't there, especially for black suspects due to racial stereotypes. Training aims to reduce these effects of stress.
This training provides staff with the knowledge and skills to respond to crises involving sexual assault and suicide. It covers how to assess risk, engage with victims, utilize campus resources, and support survivors. Staff will learn to intervene safely and follow reporting procedures to help residents in crisis while meeting training objectives.
Mental illness presents challenges for law enforcement. Officers receive little training but often encounter mentally ill individuals, sometimes violently. Common mental illnesses include schizophrenia, bipolar disorder, depression and anxiety disorders. Traditionally, officers resorted quickly to force without understanding illnesses. Now, programs like the "Memphis Model" establish crisis intervention teams to de-escalate situations non-violently through engagement, rapport building and community resources. These programs reduce injuries while increasing public awareness of mental health issues.
Police and correctional officers face tremendous stress from their jobs, including vicarious, occupational, and professional stress. The police culture impacts how officers deal with stress, sometimes preventing healthy processing of trauma and even encouraging unhealthy coping like alcohol abuse. Prolonged exposure to trauma can result in PTSD or Police Trauma Syndrome, which progresses through stages from initial repression of emotions to burnout. Critical incident stress debriefings provide a confidential space after traumatic events for officers to externalize their emotions before unhealthy defense mechanisms set in.
Suicide Risk Assessment and Intervention Tacticsamberella
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The document discusses suicide risk assessment and intervention tactics, including identifying warning signs and risk factors, methods for talking to individuals at risk, and procedures for volunteers and first responders. It provides an overview of common mental illnesses associated with suicide risk, examples of identifying direct and indirect verbal clues as well as behavioral clues of risk, and a framework for assessing immediate threat and developing an appropriate response plan.
This document provides an overview of a new leadership training program called the Public Leadership Institute. The summary is as follows:
The Public Leadership Institute introduces a new approach to leadership training that emphasizes performance ethics. The program utilizes case studies of successful government leaders and interactive exercises. It aims to provide cost-effective and relevant training in a distance learning format. The eight-course program addresses leadership, strategy, performance management and other topics. It would provide public sector professionals with skills and strategies to overcome challenges and improve performance.
This document discusses applying lessons from evidence-based medicine to leadership development. It proposes moving leadership development to a more "evidence-based" approach where the effectiveness of programs is measured by their impact on business results, not just participant satisfaction or learning. The document outlines a four-step process for organizations to directly link leadership development activities to key business strategies and measurable outcomes. Case studies are provided that measure the impact of leadership behaviors on employee commitment and link development programs to improving those high-impact behaviors.
This document provides an overview of research conducted on leadership development in the Singapore public service. The research was a joint project between the Center for Creative Leadership and the Civil Service College. Interviews were conducted with 36 public service leaders to identify key events and lessons that influenced their leadership development.
The research found that the most significant stimuli for leadership development were challenging assignments, cited by 92% of interviewees. Relationships with bosses were also key, with 53% citing them as an important source of learning. The lessons on managing/motivating staff and accountability were most widely cited. This suggests the importance of developmental relationships and experience-based learning for leadership development in the public service.
1. The document discusses common problems faced by lean managers, including lack of engagement from top leadership, difficulty sustaining process focus, and lack of systems for developing internal talent.
2. It recommends re-examining the values and goals behind lean initiatives to focus more on cultural changes, emphasizing engaging top leadership by assessing management systems rather than technical tools, and sustaining initiatives through developing proud workforces.
3. Engaging top leaders can be achieved through structured "executive gemba walks" focused on diagnostic questions about lean management standards to give leaders specific tasks and make the walks personally meaningful.
1.Why is RTI an important tool for teachers2.How is R.docxdurantheseldine
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1.Why is RTI an important tool for teachers?
2.How is RTI related to special teachers?
3.What are the benefits of RTI ?
4.Does the school provide a written intervention plan?
The Center on RTI
Links to an external site. is a national leader in supporting the successful implementation and scale-up of RTI and its components.
This is theÂ
chapter to readDownload chapter to read
Reference: Salvia, J., Ysseldyke, J. E., & Witmer, S. (2017). Assessment in special and inclusive education, (13th ed.). Boston, MA: Cengage Learning.Â
 Reference: Brown, J., Skow, K., & the IRIS Center. (2009). RTI: Progress monitoring. Retrieved fromÂ
http://iris.peabody.vanderbilt.edu/wp-content/uploads/pdf_case_studies/ics_rtipm.pdf
ReadÂ
RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).Download RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).
The RTI Action Network
Links to an external site. is dedicated to the effective implementation of Response to Intervention (RTI) in school districts nationwide. Our goal is to guide educators and families in the large-scale implementation of RTI so that each child has access to quality instruction and that struggling students â including those with learning and attention issues â are identified early and receive the necessary supports to be successful.Â
The PROJECT PERFECT White Paper Collection
02/04/09 www.projectperfect.com.au Page 1 of 7
Project Management Office
External Affairs Strategy
Eric Tse
Abstract
This paper discusses the external affairs of Project Management Offices instead of
focusing on the internals. The article was initiated by the âAtekPC Project
Management Officeâ [1], Most of the obstacles to establishing a PMO are beyond the
CIO and PMO Managerâs control. There are external factors within the enterprise
that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program
Manager can manage external relations from diplomatic, marketing, public relations,
international relations, corporate culture and political perspectives. This involves
cooperation between the PMO and other entities in or outside the enterprise, to
facilitate a successfully organizational integration.
Introduction
By reading the case studies in the âAtekPC Project Management Officeâ [1], we see a
lot of headaches for the CIO when implementation a PMO in the enterprise.
Regardless of the technical challenges during the implementation, the core of the
problems seems to be that the PMO is lacking organization support, from the top to
the bottom. There is not enough executive stakeholder support; there is no visibility
of the program; there is a conflict of interests within departments; people are reluctant
to change the ways they have been doing things. This paper is going to provide some
high level suggestions to i.
This document discusses the need for effective leadership in the public sector to improve productivity. It notes that while leadership is widely studied, there is no consensus on a single definition. Effective public sector leadership requires adapting skills to different political and accountability contexts compared to the private sector. Many countries and regions have developed leadership competency frameworks for the public sector, with common themes of strategic thinking, change management, results orientation, collaboration, and upholding public values and ethics. Frameworks provide guidance but have limitations, and a distinctive public sector leadership brand is important.
1. Leadership development programs must differentiate themselves from other learning programs by focusing on the specific needs of senior leaders and including an application component to address organizational needs.
2. Research shows that senior leaders may lack skills in areas like change management, strategy execution, and developing others that could impact organizational success. Effective leadership development includes helping leaders apply new skills to address these gaps.
3. Programs for senior leaders should provide advanced, differentiated content on topics like business acumen and strategic planning, and include opportunities for peer collaboration to discuss challenges. They must also demonstrate clear value for the organization.
BANK OF AMERICABRIAN FISHEL AND JAY CONGERA comprehens.docxrock73
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BANK OF AMERICA
BRIAN FISHEL AND JAY CONGER
A comprehensive, multi-phased executive on-boarding program that leverages multiple sources of feedback, coaching, and leadership and cultural competencies.
⢠Introduction
⢠Company Background
⢠The Leadership Dilemma
⢠The Need for On-Boarding Interventions at the Executive
Leadership Level
⢠Leadership Development Activities for Executive Leaders
⢠The Design Assumptions Underlying the Bank of Americaâs Executive On-Boarding Process
⢠The Bank of Americaâs Executive On-Boarding Program: Phases and Interventions
⢠Lessons for Designing On-Boarding for Executive Leaders
INTRODUCTION
The Bank of America is the first true national retail banking brand in the United States. Over the last two decades, the bank has grown dramatically, primarily through acquisitions. It began as the small regional North Carolina National Bank and has become one of the largest companies in the world. As a financial institution, it serves individual consumers, small- and middle-market businesses, and large corporations with a full range of banking, investing, asset management, and other financial and risk-management products and services. Following the acquisition of Merrill Lynch on January 1, 2009, Bank of America is among the worldâs leading wealth management companies and is a global leader in corporate and investment banking and trading across a broad range of asset classes serving corporations, governments, institutions, and individuals around the world. The company serves clients in more than 150 countries.
In this chapter, we will describe the Bank of Americaâs executive on-boarding programs. Through a multi-phased approach supported by comprehensive feedback and coaching mechanisms, the bankâs programs have proven highly effective at both pre-empting leadership failures and for accelerating the knowledge and relationships necessary to step into an executive role. Our insights are drawn from an in-depth case analysis of these on-boarding programs at the Bank of America.
Company Background
The Bank of America example is one of the most comprehensive approaches to executive on-boarding in the field today. It also has a proven track record of seven years with successful results. For example, the Bank of America hired 196 externally hired executives between 2001 and May 2008 and had experienced twenty-four terminationsâa new hire turnover rate of approximately 12 percent. This compares to estimates as high as 40 percent turnover in large corporations (Watkins, 2003). The Bank of America has tested its approaches out on a very large sample of on-boarded executivesâover five hundred internal and external over the last seven years. Over the last decade, the Bank of America has been actively involved in acquisitions as well as organic growth. As a result, the organization must annually on-board a significant number of executivesâboth externally and internally sourced. This demand has created many opportunities to learn ...
This document summarizes a presentation on enforcing the best leadership model to achieve organizational transformation. The presentation discusses the need for strong leadership during times of change in order to successfully transform an organization. It explores different leadership models and the qualities needed at various levels of leadership, from individual contributors to senior business leaders. The presentation also addresses challenges leaders face, such as increasing workloads and a volatile environment. It emphasizes the importance of succession planning and developing people. Finally, the presentation discusses how to effectively implement and enforce the right leadership model through clear processes, education to increase understanding, and raising the maturity level of leaders, people and the organization.
The document outlines a training program on strategic management and leadership. It discusses fundamental principles of strategic management, components of strategic plans, and leadership styles like transformational and situational leadership. It also covers developing leadership through various processes, assessing leadership maturity, and the importance of coaching in the development of global leaders.
Building a coaching culture for change management 2018Alex Clapson
Â
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
The work of HR part two the flow ofinformation and work.docxchristalgrieg
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The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for Londonâs
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can â and should â play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firmâs long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Instituteâs Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, ânew
modelâ leaders:
⢠are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
⢠have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
⢠are enriched, not overwhelmed, by complexity and
diversity;
⢠build a team that is stronger than its individual parts;
⢠see the firm in a larger context, considering social and
environmental issues beyond the corporationâs gates;
⢠move beyond solving specific problems or addressing
particular needs ...
This document is Victor Burke's portfolio focused on leadership in government. It includes his resume, statement of philosophy on public service, and artifacts demonstrating his competencies in areas like ethical decision making, nonprofit management, public service leadership, and performance analysis. Burke has experience in public service, criminal justice, security, and nonprofit work. He is graduating with a Master's in Public Administration from Florida Atlantic University in May 2013.
The document outlines steps for implementing PRME (Principles for Responsible Management Education) in business schools. The first step is top-down commitment from leadership. This means securing commitment from the highest executives, such as the Dean or President. Their commitment is crucial for PRME to become a strategic priority rather than just a peripheral activity. The document discusses how to gain leadership buy-in, such as appealing to existing values of social responsibility. It also provides an example of Glasgow Caledonian University making PRME a university-wide priority with executive support.
This online
tool provides clients with a virtual
assistant to help them stay on track with
their 90-Day goals.
LCPÂŽ Coaching Tools
THE IMPACT
How LCPÂŽ is transforming
leadership worldwide.
6
Since its inception in 2010, the LCPÂŽ
Executive Coaching Framework has
been used by over 10,000 leaders in
more than 50 countries.
Here are some key highlights:
- Over 90% of clients report achieving
their 90-Day goals.
- On average, clients report a 30%
increase in their leadership capacity
within 90-Days.
- Over 80% of clients report increased
engagement and retention of their
direct
This document summarizes the Leadership Capacity Program (LCP), an executive coaching framework developed by Outward Looking to address engagement and performance issues in organizations. The LCP uses a strengths-based approach and appreciative inquiry to systematically harness alignment between leaders' values, goals, skills and relationships. It was tested with hundreds of leaders and found to deliver greater and more sustained performance outcomes compared to traditional coaching models. The LCP focuses on five leadership anchors - relational currency, motivational drivers, resilient character, effective decisions, and transforming goals - to help leaders improve through reflection on their leadership journey and critical relationships. User feedback showed appreciation for the opportunity to reflect in a way that traditional leadership demands do not usually allow.
National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on âImpact of capacity building programs under NAIPâ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate themâ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
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Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
¡ Explain the theory of leadership and discuss behavioural leadership theory.
¡ Explain, according to Fiedlerâs contingency model, how leadership style interacts with situational control.
¡ Discuss path-goal theory.
¡ Describe how charismatic leadership transforms followers and work groups.
¡ Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
¡ Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the âphilosopher-kingâ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the âcorporate constitutionâ, and provides intellectual stimulation for followers through the values such as âseize opportunitiesâ, âteamwork and trustâ, and âfear of the status quoâ. He inspires followers to rise to new levels of performance by communicating his expectations for leadership âwith character, competence, and humilityâ to achieve ânothing less than the best effortâ. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. â definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
Â
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka â Sattamatka â New Mumbai Ratan Satta Matka â Fast Matka â Milan Market â Kalyan Matka Results â Satta Game â Matka Game â Satta Matka â Kalyan Satta Matka â Mumbai Main â Online Matka Results â Satta Matka Tips â Milan Chart â Satta Matka Bossâ New Star Day â Satta King â Live Satta Matka Results â Satta Matka Company â Indian Matka â Satta Matka 143â Kalyan Night Matka..
đđ§đŻđđ˘đĽ đđĄđ đ đŽđđŽđŤđ đ¨đ đđ§đđŤđ đ˛ đđđđ˘đđ˘đđ§đđ˛ đ°đ˘đđĄ đđđđđđđđâđŹ đđđđđŹđ đđđđđŤđ˘đ§đ đŹ
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Starting a business is like embarking on an unpredictable adventure. Itâs a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Letâs explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoftâs Digital Transformation Framework
McKinseyâs Ten Guiding Principles of Digital Transformation
Forresterâs Digital Transformation Framework
IDCâs Digital Transformation MaturityScape
MITâs Digital Transformation Framework
Gartnerâs Digital Transformation Framework
Accentureâs Digital Strategy & Enterprise Frameworks
Deloitteâs Digital Industrial Transformation Framework
Capgeminiâs Digital Transformation Framework
PwCâs Digital Transformation Framework
Ciscoâs Digital Transformation Framework
Cognizantâs Digital Transformation Framework
DXC Technologyâs Digital Transformation Framework
The BCG Strategy Palette
McKinseyâs Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.Â
Best practices for project execution and deliveryCLIVE MINCHIN
Â
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanfordâs Design Thinking
2. IDEOâs Human-Centered Design
3. Strategyzerâs Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblinâs Ten Types of Innovation
7. McKinseyâs Three Horizons of Growth
8. Customer Journey Map
9. Christensenâs Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategynâs Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bonoâs Six Thinking Hats
17. Stage-Gate Model
18. Toyotaâs Six Steps of Kaizen
19. Microsoftâs Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Â
Performance Ethics Workbook
1. Prepared by
Thomas G. McWeeney, PhD
Executive Director, Public Leadership Institute
www.CSM-PLI.org
April 4, 2013
LEADERSHIP, ETHICS
P E R F O R M A N C E
I M P E R A T I V E
AND THE
A PROSPECTUS
5. Hello - I'm Tom McWeeney, Executive Director of the Public Leadership Institute.
This is one of the few times in our history where American citizens are truly dependent upon government
to be properly focused, efficiently managed, and well led. While bureaucratic ineptitude and
inefficiencies have historically been viewed with amusement by the 97% of Americans who work in the
private sector, the need for government agencies to reach and sustain a high level of performance is now a
public management imperative. For the foreseeable future, public services associated with health care,
social security, law enforcement, infrastructure, education and housing are all considered essential to
public safety and public well being. Quality performance in these areas is dependent upon effective
leadership.
For most public sector organizations, elevating performance to a new level requires change. Unfortunately,
the strongest force in most government agencies continues to be a cultural resistance to change. Itâs a true
barrier â it makes simple things complex, prevents apparent solutions from taking hold, and reinforces the
status quo at every level. While institutional resistance to change is a powerful and regressive force, it
can be overcome.
After working in government agencies, teaching public administration for more than 30 years, and having
observed many efforts to enhance performance through new systems and procedures, I believe that both
educators and reformers have forgotten the role that human beings â acting as leaders â play in defining
and achieving success. Simply stated, the only thing that can break through the force-field of change
resistance is strong, ethically motivated, committed, and engaged leadership. Such leadership has proven
to be the imperative, the direction, and the power to define and achieve success. Our new training
program seeks to capture both leadership essentials and the critical role that leadership must play in
driving government agencies to new directions and high performance. (cont. on next page)
Leadership & Public Management
6. This presentation introduces a new approach to leadership training for public employees â focusing on the
little understood and often ignored role of leadership in obtaining high value performance from public
agencies. Our approach seeks to address both the training needs of emerging leaders and the realities of
the current environment by:
⢠Emphasizing the ethical imperative of public officials to do âthe right thingâ and ensure a maximum
feasible level of performance for critical public needs;
⢠Providing the training in a distance learning format, underscoring the need for austerity and
efficiency;
⢠Utilizing interviews and case studies of individual leaders who have proven that committed leaders can
overcome great obstacles and achieve great success;
⢠Using interactive exercises that reinforce the primary message of the courses.
This presentation consists of five parts: (1) a brief overview of the program; (2) some background
discussion on the importance of leadership and what many are referring to as the contemporary leadership
void in public management; (3) a summary of our âperformance ethicsâ concept; (4) a brief description of
the entire program; and (5) excerpts from our introductory course, âLeadership, Ethics and the
Performance Imperativeâ, a refreshing change in how we approach this very important topic.
Hope to see you in class.
Thomas G. McWeeney, PhD
Executive Director, The Public Leadership Institute
www.CSM-PLI.org
Leadership & Public Management
8. WELCOME
to this preview of our new Program
LEADERSHIP, ETHICS, AND THE PERFORMANCE IMPERATIVE
Overview
Follow the link to watch a short video introduction by
Dr. Thomas McWeeney, Executive Director of the
Public Leadership Institute
VIDEO: âIntroductionâ
9. Our new training program captures both the essentials of ethical leadership and the
responsibility of leaders to accept the moral and ethical imperative. It is especially true
in todayâs environment that public agencies must perform at their maximum feasible
capability -- as public servants and as stewards of vital interests of the American people.
However, it is clear that neither charismatic personalities, new policies or standards, or
revised management approaches are capable of providing the transformative success
reform agendas usually promised. As such, we urge the consideration of an approach to
leadership training, which is outlined below:
PROGRAM APPROACH
⢠5-Course Certificate Program
⢠Distance Learning Platform
⢠Sector focus (Public Safety)
⢠Slide presentation with embedded videos
⢠Links to relevant articles
⢠Webliography
⢠Leadership Advisory Board
o Course material, examples, topics
o Selection of students
o Review of capstone project presentations
SUGGESTED COURSES
⢠Leadership, Ethics, and Performance
⢠Strategy: Overcoming Barriers
⢠Managing for Results
⢠Performance Budgeting
⢠Transforming the Organizational Culture
⢠Outcome-Based Performance Appraisals
⢠Utilization-Focused Evaluations
⢠Measuring Quality Performance
[A certificate in Performance Management will
be awarded after the completion of 5 courses)
Overview
11. Throughout much of the last century reforms have been initiated at all levels of
government to improve the performance of government. Most of these reforms have
been motivated by a public perception that government has grown more inefficient and
less responsive. However, notwithstanding the relatively high priority of these efforts,
most reforms have failed to live up to their lofty expectations.
As complex and sophisticated as some of these efforts have been, past reforms have
consistently ignored the single most important variable in improving any organization: the
role that human beings acting as leaders play in defining and achieving success.
Behind most thriving government programs is usually a person who is committed to specific
results, asks the hard questions, devises new and innovative strategies, takes strong action,
and holds both he/she and his/her organization accountable for their performance. Such
persons embody a type of leadership that was once considered to be a key part of the
American political tradition. The lack of effective, committed, and engaged leadership makes
it nearly impossible to overcome the barriers to effective performance.
THE LEADERSHIP IMPERATIVE
VIDEO: âReflections from Law
Enforcement Leadersâ
Leadership & Performance
12. âFord: No doubt thereâs a
leadership void â
âLeadership void: police
deserve better at the topâ
âThe lack of global
leadershipâŚ
has become a
common refrainâ
âWhen I speak
with people in
private
enterprise or in government,
there is a common refrain:
âthere is no leadership at the
topââ
The notion of a leadership void today describes the belief -- on the part of
organizations, sectors, and institutions -- that very important matters are not
being addressed, decisions are not being made, and that leaders are more
interested in their own well-being than in the success and welfare of the
organization they are leading.
Leadership Void
13. The notion of a
âLEADERSHIP VOIDâ
today describes the following beliefs -- on the part of
⢠Matters of true importance are not
being addressed appropriately.
⢠Decisions take too long to be made, or
not made at all.
⢠Leaders are more interested in their
own well-being than in the success and
welfare of the organization they are
leading.
ORGANIZATIONS SECTORS INSTITUTIONS
Leadership Void
14. In seeking to address the contemporary leadership
void, well-meaning people repeatedly confuse
leadership with management and prescribe
âmanagement reformsâ that often consist of
burdensome tasks, reports, and process that have
only added to skepticism and pessimism.
LEADERSHIP is often
confused with
MANAGEMENT,
in which leadership
improvement is sought by
calling for more rules,
processes, audits and reports.
If a current review of the
literature is a valid indicator,
these efforts have had LITTLE
IMPACT on the daunting
leadership void.
charismatic personality
that will transform the
organization. Still others
hope to find renewed
leadership in the
promulgation of new
laws, policies standards
of conduct.
Many believe that leadership is an inherited
trait and seek processes to ferret out the
magnetic or
Misguided Efforts
15. Leadership &
the Performance Gap
Performance Management â
the Need for a Cohesive Curriculum
Among the most intractable problems of public management has been the widening gap between policy and
performance. The difficulties public managers have had in implementing practices to enhance collaboration,
information sharing, innovation, and change â all clear policy imperatives -- are symptoms of a âgapâ between
promise and performance that is only likely to worsen without engaged leadership.
In general, current efforts only tangentially involved agency leadership, are conducted by the management
components of the organization with minimal engagement of the business components, and have produced
only marginal improvements of uncertain value. This is one of the primary causes of what is becoming
known as a âperformance gapâ â the difference between expected and actual performance.
This âperformance gapâ is evident in the lack of (a) clarity in desired outcomes, (b) innovative
implementation strategies, (c) creative and collaborative use of resources, (d) candid assessments of progress,
and (e) accountability â all critical performance functions which are all dependent upon strong, engaged, and
committed leadership.
For the foreseeable future, government will be called upon to do a much better
job in producing high-value results for the American people. This can only occur
when senior leadership ensures that the key elements of performance
management - planning, budgeting, performance measurement, and cost-
benefit assessments - are taken seriously by both leadership and staff, are
relevant to important issues, and play a major role in agency decision-making.
17. NEW APPROACH: Performance Ethics
PERFORMANCE
ETHICS
ETHICS PERFORMANCE
LEADERSHIP
Government has shown a concern for ethics in recent years; however,
the emphasis is primarily negative and punitive, focusing on rules and
regulations that proscribe and restrict behavior rather than focusing
programmatically on the right thing to do.
The emphasis on performance has produced irrelevant metrics and a
reporting burden for many agencies. Few public agencies use the
metrics for meaningful decision-making and fewer have developed a
process that relates metrics to indicators that reflect success in
mission critical areas.
PERFORMANCE ETHICS
A framework to assess, develop, and measure
leadership, performance, and ethics
Performance Ethics is a construct of leadership that forms at
the intersection of leadership, performance and ethics. It is
fundamentally different than other approaches because it
provides a framework to both describe and proscribe
leadership.
VIDEO: âPerformance Ethicsâ
18. VIDEO: âCase Studiesâ
CURRICULUM
The unique component of the curriculum will be its emphasis on
melding theory with practice â in order to address the real problems
of real people in real organizations. Much of the course will be
devoted to addressing the various options available to a select group
of leaders that have agreed to use their experiences for case studies.
Excerpts from law enforcement officials, who have demonstrated
strong and effective leadership, will be analyzed.
A Distinctive Approach
19. Collectively, the courses will
convey the following:
⢠Leadership that emphasizes the ethical issues and choices
associated with government performance, and will provide
real-life examples of successful practices and approaches of
successful leaders;
⢠Planning and performance measurement approaches that would help operate and
quantify otherwise lofty goals and objectives, thereby ensuring a focused strategy that will
drive critical implementation actions;
⢠A practical approach to performance budgeting as well as methodologies for assessing the
relative cost/value of government programs and activities as they relate to critical strategies.
Each course will emphasize the need to candidly identify and thoroughly discuss the real
obstacles to high level performance of these critical functions and will introduce specific
approaches that emphasize the critical role of leadership.
A Distinctive Approach
20. ⢠A HYBRID/DISTANCE LEARNING FORMAT which will provide students with greater access, more tailored course
content, and lesser expensive (austerity/administrative);
⢠A COHORT APPROACH in which a group of students would take the a series of classes together. This could be
accomplished either by having the courses taught to students from a single agency or students who
individually enrolled from the same sector. (utility);
⢠A SECTOR FOCUS to ensure relevancy and a tailored approach to individual sectors, organized in individual
cohorts -- for example, public safety, health care, immigration. (relevance);
⢠A COHESIVE APPROACH in which the courses would be taught sequentially, so that the end of one course sets
the stage for the beginning of the next. As such, students gain a much greater understanding of the
practical applicability of the material (utility);
⢠A COHORT ADVISORY BOARD which consists of high-level executives from the agency or sector, who would
ensure the direct engagement and participation of senior leaders. This would include the formal and
public participation of sector leadership as speakers. (legitimacy)
A Certificate Program and
Sector-Relevant Curriculum
Program Attributes
This approach simply provides a framework that will enable discussions and debates to be integrated within a
framework that will embed specific attributes such as - legitimacy, relevance, utility, austerity, and
administrative/logistical efficiency - thereby assuring that the program will address the real problems, of real
people, in real organizations, as reflected in the following attributes:
21. Individual elements of this initiative can be implemented on a pilot basis and assessed in a controlled,
limited setting in order to provide actual data to support a long-term investment strategy. As a pilot, a
concentrated effort can be made to design and implement the following over an 18-month period:
⢠ESTABLISH one cohort in the law enforcement sector
⢠DESIGNATE core faculty to form a cohort âteamâ
⢠DEVELOP a clearinghouse of new, relevant material for instructors, students and associates
⢠PUBLISH an electronic newsletter as a marketing tool
⢠CONDUCT two âIssue Forumsâ â one virtual and one in a physical conference center
⢠CONTINUED solicitation of associates, sponsors and federal grants
The evaluation of the pilot would not only include the effectiveness and quality of the initial offerings, but
would provide an indication of the extent to which the content of the courses and services are deemed
relevant and useful by the agencies, thereby creating an expectation of increased enrollments. Such a
pilot period and assessment would enable the actual results to become a driver of an overall investment
decision.
Jump Start
Implementation Strategy: High Impact, Highly Visibility
Pilot Program
22. E X C E R P T S
FROM THE INTRODUCTORY COURSE:
âLEADERSHIP, ETHICS, AND THE PERFORMANCE IMPERATIVEâ
23. Approach: Merging
Theory with Practice
The approach reflects our attempt to effectively merge theory with practice in a
single, cohesive training course. Five primary chapters will demonstrate the
practical application of leadership in operational, program direction and
management settings. These chapters are:
⢠Chapter 1 - The Critical Role of Leadership In Law Enforcement
⢠Chapter 2 - Leadership Case Studies: Operational; Program Direction;
Management
⢠Chapter 3 - Performance Ethics: Five Leadership Attributes That Make
a Difference
⢠Chapter 4 - Situational Leadership
⢠Chapter 5 - Real World Applications
Approach
24. COURSE CONTENTS
⢠Abstract
⢠Approach
⢠Guest speakers/case studies
⢠Video lectures
⢠Supplemental written material
⢠Exercises
Each course will contain the above sections â excerpts
of which are detailed in the following slides
25. Abstract: Leadership, Ethics &
Performance in Law Enforcement
Law enforcement organizations are increasingly confronted with new challenges and asked to continually
address difficult circumstances, which seem to defy the approaches and solutions that have worked in the
past. These circumstances, in and of themselves, place an ethical responsibility on our leaders to act
wisely, boldly, and in a manner consistent with the publicâs values.
Our training seeks to address this leadership void and the complex problems law enforcement leaders face
in a manner that is more consistent with the values and the culture of the law enforcement community.
Difficult issues cannot be adequately addressed merely by writing better policy, obtaining more resources,
acquiring new software, or other generalized solutions. Nor will difficult issues be solved by generically
defining and cataloguing the personality traits and behaviors of leaders.
PLIâs training focuses on real and challenging issues faced by law enforcement practitioners in executive
positions, in management, and in operational settings. Specifically, our training aims to show the profound
impact a leader can have on an organization, define common characteristics of contemporary leaders in law
enforcement, delineate leadership and management practices, and study and examine the decisions of
contemporary leaders in real and everyday situations.
Abstract
26. When I think of
LEADERSHIP
a few key
people come
to
mind...
LEE BACA
Sheriff of Los Angeles County, California. Sheriff
Baca has led the LASD for nearly 20 years and
has instituted a leadership curriculum in its
training programs that is the model for the
nation.
DAVE BRANT
Former Director of the Naval Criminal Investigative
Service (NCIS). Mr. Brant directed the creation of
the modern NCIS and established its role as a leader
for DOD national security efforts.
Each person has agreed to participate in this exercise
Guest Speakers:
Law Enforcement Leaders
MIKE DORSEY
Former Assistant Director of Intelligence and
Information Sharing for the Naval Criminal
Investigative Service (NCIS). Mr. Dorsey led the
development and expansion of the Law Enforcement
Information Exchange (LInX), the most innovative
information sharing project in operation.
27. When I think of
LEADERSHIP
a few key
people come
to
mind...
Each person has agreed to participate in this exercise
KEVIN FAVREAU
Assistant Director of Intelligence for the Federal
Bureau of Intelligence (FBI). Mr. Favreau
produced the first comprehensive Intelligence
Strategy and led the implementation of a law
enforcement approach to intelligence.
PETE GRUDEN
Former Deputy Administrator of Drug Enforcement
Administration (DEA). Mr. Gruden directed a multi-
year investigation of the kidnapping and murder of
DEA Special Agent Enrique Camarena.
SANDRA HUTCHENS
Sheriff of Orange County, California. Sheriff
Hutchens led the Orange County Sheriffâs
Department (OCSD) in the wake of serious
morale problems and funding reductions.
Guest Speakers:
Law Enforcement Leaders
28. When I think of
LEADERSHIP
a few key
people come
to
mind...
JOHN MCKAY
Former United States Attorney â Western District of
Washington. Mr. McKay led the coordination of federal,
state, and local law enforcement in the aftermath of 9/11.
MIKE QUINLAN
Former Director, United States Department of Justice-Bureau of
Prisons (USDOJ-BOP). Mr. Quinlan is known for establishing an
organizational culture in BOP that became a model for federal
law enforcement agencies.
GREG SCOVEL
Former Deputy Director of the Naval Criminal
Investigative Service (NCIS). Mr. Scovel led the
development of NCISâs Cyber Security and Intelligence
Programs in the aftermath of 9/11.
BILL SONDERVAN
Former Commissioner of Maryland Division of Correction. Mr.
Sondervan oversaw the modernization and development of the
Division of Correction, the largest criminal justice agency in the
State of Maryland.
Each person has agreed to participate in this exercise
Guest Speakers:
Law Enforcement Leaders
29. When I think of
LEADERSHIP
a few key
people come
to
mind...
Each person has agreed to participate in this exercise
DAVE SZADY
First National Counterintelligence Executive (NCIX)
and former Assistant Director for Counterintelligence
(CI), Federal Bureau of Investigation (FBI). Mr. Szady
directed the transformation of the FBIâs post-Cold
War Counterintelligence Program.
STEVE TIDWELL
Former Executive Assistant Director of Federal Bureau
of Investigation (FBI). Mr. Tidwell was widely acclaimed
for his leadership abilities in transforming a small FBI
field office, a large FBI field division, and the Criminal
Investigative Program at FBI Headquarters.
DALE WATSON
Former Executive Assistant Director of Federal Bureau of
Investigation (FBI) for Counterterrorism (CT) and
Counterintelligence (CI). Mr. Watson led the
transformation of the FBIâs CT Program in the months
preceding and immediately following the 9/11 attacks.
Guest Speakers:
Law Enforcement Leaders
30. In this segment, short video clips will be presented that describe the issues faced by law enforcement leaders
in operational, program direction, and management settings. These clips will include a short narrative of the
background, the issues, and the accomplishments of the leaders, focusing on the specific leadership attributes
that led to success. Video clips will include first-person discussions and analyses by the leaders themselves as
well as comments and descriptions by those who worked closely with them. These clips will provide material
for the exercises in the remainder of the course. A video lecture will then discuss the case studies in greater
detail and analyze the choices and outcomes of the leaderâs decisions. Student exercises will ask students to
select the most significant leadership moment to them among the case studies and the common leadership
traits between the leaders shown.
Case Studies
Dave Szady, former Assistant Director of Counterintelligence, FBI
VIDEO: âDave Szadyâ
Sandra Hutchens, Sheriff, Orange County California
VIDEO: âSandra Hutchensâ
Pete Gruden, former DEA Senior Executive
VIDEO: âPete Grudenâ
31. PERFORMANCE ETHICS - This lecture will define Performance Ethics, a new style of leadership, and its five core
attributes. The lecture will then discuss how the five attributes can be applied to a wide variety of law
enforcement settings. By relating leadership effectiveness to five attainable attributes, an individual will able to
measure and assess the extent to which performance ethics is present.
VIDEO: â5 Attributesâ
SITUATIONAL LEADERSHIP - The situational leadership model and training is based on three major assumptions
concerning leadership. First, one leadership size does not fit all. Our second assumption is that leadership is
not, and never will be, static. A leader that is successful in one environment may not be successful as the
environment changes. Third, it presupposes that the success as a leader means addressing organizational
needs, enhancing performance, and producing outcomes that otherwise would not occur.
VIDEO: âSituational Leadershipâ
LEADERSHIP CULTURE - A major assumption of this course is that while some people possess leadership
attributes, the organizational culture is a primary factor in the development of effective leaders. Organizational
cultures that tend to be risk adverse, have weak accountability measures and processes, or discourage
innovation are not likely to develop a robust leadership team. On the other hand, a culture that recognizes and
rewards individual acts of leadership tends to encourage leadership actions at every level.
VIDEO: âLeadership Cultureâ
Video Lectures
The primary presentation material for this course will be conveyed to
students through a combination of written narrative and short video clips.
Below are excerpts from three of the presentations within this course.
32. Discussion Paper No. 3
Tension -- Leadership v. Management
Supplemental Written Material
Organizations are increasingly confronted with new challenges, and are being asked to continually address
difficult and dangerous circumstances, which seem to defy the approaches and solutions that have worked
in the past. These circumstances, in and of themselves, place an ethical responsibility on our leaders to act
wisely, boldly, and in a manner consistent with the publicâs values.
Unfortunately, in attempting to address these concerns, we have consistently placed an emphasis on
improving management processes as pretext for improving leadership. Nearly all of the initiatives to
improve government over the past decade have been management reforms. If you can accept for the
moment that there is a difference between management and leadership, and that there is a great need for
wise and bold leadership to address unaddressed performance and ethical imperatives, it becomes clear to
see that weâre not going to improve leadership by focusing on management. In short, someone has to set
the direction and the agenda for managers. And someone has to accept responsibility and be accountable.
Unfortunately, leadership training is often very closely aligned with management training, so much so that it
is often difficult to distinguish the two. In fact, given the current emphasis and popularity in leadership
training, many institutions have responded by simply changing the titles of their courses by deleting the
word âmanagementâ and inserting the word âleadershipâ, while retaining the exact same curriculum that
was previously taught as âmanagementâ. Examples abound â strategic management has become strategic
leadership; managing change has become leading change; management accountability has become
leadership accountability. In most cases, the courses do equate leadership and management and rarely are
able to identify the defining characteristic that distinguishes between them.
33. WHAT IS ETHICAL LEADERSHIP?
Taken from the HBO series Band of Brothers,
this short video excerpt presents the real-life
situation of an Army Major during World War II
who was confronted with a very difficult
leadership decision. The purpose of this video
is to stimulate discussion about the definition of
leadership, the responsibilities of leadership,
how leaders react in difficult, unplanned situations, and the options they have to choose from.
The film depicts a situation that took place towards the end of the War, when a squad from E
Company was being asked to complete missions of high risk and limited value for the sole purpose
of enhancing the wartime record of a colonel who was looking to solidify his position in the post
war military hierarchy. In this scene, Col. Sink, the brigade commander, has ordered the men to
go on dangerous patrols, late at night, in enemy territory in order to capture German prisoners
and thereby increase statistics. In one of these unnecessary missions, an E Company trooper was
killed. Despite this, the colonel commanded that the Company repeat the patrol the next night.
Sample Exercise
Video: âBand of Brothersâ
34. This video clip causes an endless debate over whether Major Wintersâ action in fact qualifies as
leadership. On one hand, many see it as a bad example â encouraging insubordination. On the other
hand, others see it as the epitome of leadership â stepping into a void, doing what you believe to be
the right thing, acting in the interests of your subordinates, and taking full responsibility for your own
actions. Still others believe that there were other options that Major Winters could have pursued, like
confronting the colonel with his doubts about the wisdom of the mission.
Student Discussion
Questions for Students
Rank the following statements in order of the most compelling leadership actions taken by
Major Winters. Fully explain your ranking in terms of the concepts presented in this
course:
⢠He decided to personally provide the unwelcome news about the mission to the
squad;
⢠He directed the squad to NOT perform the mission;
⢠He advised the squad that they were being moved out of the war zone the next
day;
â˘He advised his subordinate that he would write the mission report, submit it
personally to the colonel, and risk any adverse consequence.
36. Sample Webliography
Leadership/Ethics
General Failure. The Atlantic. November 2012. By Thomas E. Ricks.
[In this article, Tom Ricks sets out the argument in his new book The Generals.]
From the article: Since 9/11, the armed forces have played a central role in our national affairs, waging two long warsâeach considerably
longer than Americaâs involvement in World War II. Yet a major change in how our military operates has gone almost unnoticed. Relief of
generals has become so rare that, as Lieutenant Colonel Paul Yingling noted during the Iraq War, a private who loses his rifle is now punished
more than a general who loses his part of a war. In the wars of the past decade, hundreds of Army generals were deployed to the field, and the
available evidence indicates that not one was relieved by the military brass for combat ineffectiveness. This change is arguably one of the most
significant developments in our recent military historyâand an important factor in the failure of our wars in Afghanistan and Iraq. Read more
Review of Benghazi attack faults âgrosslyâ inadequate security, leadership failures. The Washington Post. December 18, 2012. By Anne
Gearan.
From the article: An independent investigation of the fatal attack on a U.S. diplomatic post in Libya on Sept. 11 found that âgrosslyâ inadequate
security and reliance on local militias left U.S. diplomats and other personnel vulnerable, the State Department told Congress on Tuesday.
The review of the assault on the mission in Benghazi, Libya, that killed Ambassador J. Christopher Stevens and three other Americans faulted
systemic failures of leadership and management deficiencies at senior levels within two bureaus of the State Department, according to an
unclassified version posted on the departmentâs Web site Tuesday nightâŚ
Despite the broad security failures, the report did not single out any individual officials as violating procedures and did not recommend any
disciplinary actionâŚ
Read more
Making IGs Part of the Solution. Government Executive. November 7, 2012. By Gadi Dechter.
From the article: The internal government watchdogs known as inspectors general spend their days examining the federal bureaucracy for
crooked contractors, wasteful spending and $16 muffins.
With an army of 12,000 workers and an aggregate budget of around $2 billion, their feared audits and investigations annually identify tens of
billions of dollars in questionable costs and lead to thousands of successful criminal prosecutions, indictments, contractor debarments and
firings. Read more
(Note: These articles represent a small sample of the material that is available as part of the curriculum. They are specifically categorized so as
to provide background and further reading for each class.)