Valued Leadership Development in DHS & OHA

Report
Valued
Leadership
Development
in DHS & OHA
Jeannine Beatrice
Spring 2012
MPA Capstone Presentation
Advisor, Doug Morgan
Valued Leadership
Development in DHS & OHA
 Background
& Context
 Significance & Purpose

Why Study Leadership Development?
 Themes
in the Literature
 Research Questions & Methods
 Findings
 Conclusions
 Acknowledgements
Background & Context
DHS & OHA
 Two


largest state of Oregon Agencies
Most employees
Most customers
 Serving
all who live and pass through the
state.
 From food stamps, to elder-abuse
investigations, to safe drinking and
swimming waters
Background & Context
Leadership Needs in DHS & OHA
 Budget
Reductions
 New State law mandating an 11:1 staff to
supervising manager ratio
 High number of retirements

Not replacing
 Major
national and statewide health care
initiatives
 Demanding and visible public sector work
Background & Context
Leadership Development in DHS & OHA
 Leadership
Model
 Aspiring Leaders Program
 Official Mentoring
Background & Context
Leadership Development in DHS & OHA
 Leadership



Academy
2002 to present
Cabinet-sponsored program
6-months, 2-days/month
Significance & Purpose
Why Study Leadership Development?
 We
don’t know what is valuable
leadership development in the context
of DHS & OHA,
so
 We don’t know how to support valuable
leadership development in context of
the organization
Themes in Literature
 Leadership





development:
Leaders are born and made
Dynamism and process
Organizations can promote or block
Promotes organizational strength
Studied & conducted in context of
organization
Research Methods &
Questions
 Single-Group





Survey
188-Leadership Academy graduates
Baseline their own understanding of
leadership development
Rate 17-leadership development activities
Add other activities not listed
Tell us a little about you
Findings
 LA
grads rated selves above average to
stellar in their own leadership
development understanding
Findings
 Very
participatory in leadership
development activities



Reading, classes, working special projects,
self-work, networking….
Mentoring & coaching others
Self-work
• 17-Leadership Development Activities
• Special Project or Work
Assignments
• Professional
Networking/Organizations
• Connecting with Academy
Alum
• Conferences/Seminars in
Profession
• Exposure to Agency Cabinet
• Executive Coaching
• Reading Leadership or other
Professional Literature
• Official Mentoring
• Unofficial Mentoring
• Management Training
• Surrounded by Excellent
Leadership
• Your Employment Development
Plan
• DHS/OHA Leadership Model
• Other Academies
• Advanced Degrees or
Credentials
• Cross-Organizational Work
• Other Training
Findings
 Top-Five
Leadership Development
Activities:





Surrounded by Excellent Leadership (72%)
Working Across Organizational Boundaries
(64%)
Unofficial Mentoring (60%)
Special Projects/Work Assignments (53%)
Exposure Cabinet-Level Leadership (49%)
80.0%
Findings- Top Five
70.0%
Surrounded by excellent leadership
60.0%
50.0%
Working across organizational
boundaries (cross-division, across
agencies, across units, etc.)
40.0%
Unofficial Mentoring
30.0%
Special Project or work assignment
20.0%
Exposure to your agency cabinetlevel leadership
10.0%
0.0%
Not
Valuable
Somewhat
Valuable
Valuable
Highly
Valuable
Did Not
Participate
Significance
of Capstone Project


We now know what is valuable leadership
development in the context of DHS & OHA,
so
We are learning how to support valuable
leadership development in context of the
organization,
and

We can de-centralize leadership
development.
Conclusions
 Structured





Leadership Development
Gives the basics
Gives common leadership language
Gives permission & space to do self-work
Gives networking opportunities
But
Integrate leadership development into the
business
Conclusions
 Personnel




systems
Align cross-organizational and special
project work assignments with goals of
individuals, teams, and the organization
Offers protection & safety for stretch goals
for both staff and the manager
Offers a feedback loop
Offers exposure and views of the
organization outside of assigned work area
Conclusions
 Interaction
with cabinet-level
administrators



Exposure to new perspectives
Challenges ones basic assumptions of how
the organization works
Fosters unofficial mentoring, coaching, &
modeling
Conclusions
 Educate
managers of the powers of
unofficial mentoring
Unofficial Mentoring
70.0%
60.0%
50.0%
40.0%
Unofficial Mentoring
30.0%
20.0%
10.0%
0.0%
Not Valuable
Somewhat
Valuable
Valuable
Highly
Valuable
Did Not
Participate
Conclusions
 Educate
managers of the powers of
unofficial mentoring

You are being watched…..
behave (model) accordingly
My Leadership Development?




Public Administration & Cohorts
EMPA & Cohorts
Leadership Development & Cohorts
Me & Cohorts
Acknowledgements

Professional & Academic…..






Thank you cohort! and professors
Thank you Yachi and the support crew, Davis &
Phil
Thank you OHA COO Suzanne Hoffman &
DHS COO Jim Scherzinger
Thank you DHS/OHA HR Office & Lisa Harnisch
Thank you Leadership Academy Alumni
Thank you Mike Morris & Madeline Olson
Acknowledgements
 Personal…..



Thank you survey guru, Jay Grussing, MPA
Thank you husband, Tuesday dinner maker
Thank you friends, Cindy, Michelle, and Lala
Valued
Leadership
Development
in DHS & OHA
Jeannine Beatrice
Spring 2012
MPA Capstone Presentation
Advisor, Doug Morgan

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