Valued Leadership Development in DHS & OHAJeannine BeatriceSpring 2012MPA Capstone PresentationAdvisor, Doug Morgan

Valued Leadership Development in DHS & OHA

Background & Context Significance & Purpose

Why Study Leadership Development? Themes in the Literature Research Questions & Methods Findings Conclusions Acknowledgements

Background & Context

Two largest state of Oregon Agencies Most employees Most customers

Serving all who live and pass through the state.

From food stamps, to elder-abuse investigations, to safe drinking and swimming waters

DHS & OHA

Background & Context

Budget Reductions New State law mandating an 11:1 staff

to supervising manager ratio High number of retirements

Not replacing Major national and statewide health

care initiatives Demanding and visible public sector

work

Leadership Needs in DHS & OHA

Background & Context

Leadership Model Aspiring Leaders Program Official Mentoring

Leadership Development in DHS & OHA

Background & Context

Leadership Academy 2002 to present Cabinet-sponsored program 6-months, 2-days/month

Leadership Development in DHS & OHA

We don’t know what is valuable leadership development in the context of DHS & OHA,

so We don’t know how to support

valuable leadership development in context of the organization

Significance & PurposeWhy Study Leadership Development?

Themes in Literature Leadership development:

Leaders are born and made Dynamism and process Organizations can promote or block Promotes organizational strength Studied & conducted in context of

organization

Research Methods & Questions Single-Group Survey

188-Leadership Academy graduates Baseline their own understanding of

leadership development Rate 17-leadership development activities Add other activities not listed Tell us a little about you

Findings LA grads rated selves above average to

stellar in their own leadership development understanding

Findings Very participatory in leadership

development activities Reading, classes, working special

projects, self-work, networking…. Mentoring & coaching others Self-work

• 17-Leadership Development Activities• Special Project or Work

Assignments• Professional

Networking/Organizations• Connecting with Academy

Alum• Conferences/Seminars in

Profession• Exposure to Agency Cabinet • Executive Coaching• Reading Leadership or other

Professional Literature• Official Mentoring

• Unofficial Mentoring • Management Training• Surrounded by Excellent

Leadership• Your Employment

Development Plan• DHS/OHA Leadership Model • Other Academies• Advanced Degrees or

Credentials• Cross-Organizational Work

• Other Training

Findings Top-Five Leadership Development

Activities: Surrounded by Excellent Leadership

(72%) Working Across Organizational Boundaries

(64%) Unofficial Mentoring (60%) Special Projects/Work Assignments (53%) Exposure Cabinet-Level Leadership (49%)

Not Valu

able

Somew

hat Valu

able

Valua

ble

Highly

Valua

ble

Did Not

Partic

ipate

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Surrounded by excellent lead-ershipWorking across organizational boundaries (cross-division, across agencies, across units, etc.)Unofficial MentoringSpecial Project or work as-signmentExposure to your agency cabinet-level leadership

Findings- Top Five

Significance of Capstone Project

We now know what is valuable leadership development in the context of DHS & OHA,

so We are learning how to support valuable

leadership development in context of the organization,

and We can de-centralize leadership

development.

Conclusions Structured Leadership Development

Gives the basics Gives common leadership language Gives permission & space to do self-work Gives networking opportunities

But Integrate leadership development into the

business

Conclusions Personnel systems

Align cross-organizational and special project work assignments with goals of individuals, teams, and the organization

Offers protection & safety for stretch goals for both staff and the manager

Offers a feedback loop Offers exposure and views of the

organization outside of assigned work area

Conclusions Interaction with cabinet-level

administrators Exposure to new perspectives Challenges ones basic assumptions of

how the organization works Fosters unofficial mentoring, coaching, &

modeling

Conclusions Educate managers of the powers of

unofficial mentoring

Not Valu

able

Somew

hat Valu

able

Valua

ble

Highly

Valua

ble

Did Not

Partic

ipate

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%

Unofficial Mentoring

Unofficial Mentoring

Conclusions Educate managers of the powers of

unofficial mentoring You are being watched…..

behave (model) accordingly

My Leadership Development? Public Administration & Cohorts EMPA & Cohorts Leadership Development & Cohorts Me & Cohorts

Acknowledgements Professional & Academic…..

Thank you cohort! and professors Thank you Yachi and the support crew, Davis

& Phil Thank you OHA COO Suzanne Hoffman &

DHS COO Jim Scherzinger Thank you DHS/OHA HR Office & Lisa

Harnisch Thank you Leadership Academy Alumni Thank you Mike Morris & Madeline Olson

Acknowledgements Personal…..

Thank you survey guru, Jay Grussing, MPA Thank you husband, Tuesday dinner

maker Thank you friends, Cindy, Michelle, and

Lala

Valued Leadership Development in DHS & OHAJeannine BeatriceSpring 2012MPA Capstone PresentationAdvisor, Doug Morgan