Leadership for Leaders:

National Academy of PubAdministration lic

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dc.contributor.author	National Academy of PubAdministration lic
dc.date.accessioned	2018-11-26T06:55:14Z
dc.date.available	2018-11-26T06:55:14Z
dc.date.issued	2003-08-01
dc.identifier.isbn	978-1577440987
dc.identifier.uri	http://elib.ipa.government.bg:8080/xmlui/handle/123456789/782
dc.description	Federal government senior executives and managers, perhaps even more so than many private sector counterparts, function in a world of constant change. As they advanced in their careers through initial first-line supervisory positions into their current positions, they assumed a heavier responsibility for developing leadership competencies: strategic thinking, visioning, political savvy, building coalitions, and a much higher level of human resources management. Based on the recent Federal Human Capital Survey results, agency heads and such central oversight agencies and bodies as the Office of Management and Budget (OMB), the Office of Personnel Management (OPM), the President’s Management Council, and the Chief Human Capital Officer’s Council need to focus significant attention on addressing leadership potential identification, development, selection, retention, and performance management issues. This report is the third of five reports in the Academy study, The 21st Century Federal Manager: A Study of Changing Roles and Competencies. This study began in October 2001 and will be completed in September 2003 with the publication of the fifth report providing key findings, conclusions, and recommendations. This study was requested by the Academy’s Center for Human Resources Management Consortium, composed of more than 60 agencies and organizations. For purposes of this report, managers are defined as those who supervise subordinate supervisors and non-supervisory employees. Executives are defined as managers at the highest level of the organization. The report objectives are to identify: • the current environmental issues driving “leadership of leaders” programs • the latest trends in identifying and selecting senior executives and middle managers • agency initiatives in the succession planning arena to meet strategic management of human capital goals • the success of leadership development programs in creating viable pools of candidates for leader positions • whether programs for recognizing, appraising, and compensating executives and middle managers are accomplishing the motivation goal intended, and what some “best practices” and “on the horizon” prospects are for change • the impact on and implications for leaders who manage a contingent, blended workforce, and/or project team members employed by other organizations • how agencies develop a culture of risk-taking for their leaders and eliminate barriers that discourage innovation • issues with the commitment, consistency, and trust implications of “leadership of leaders” programs which are directed by relatively short-term political/non-career agency top leadership Especially relevant are new environmental factors around which the key findings and recommendations must focus. These include: • the President’s Management Agenda’s five government-wide initiatives and the involvement of most senior executives and managers in some aspect of initiative accomplishment • the onset of the combined and accelerating forces of globalization and technology which forge an interconnected world where change is maximized and the existence of geographic boundaries is minimized • current workforce demographic trends and employee retention, redefining knowledge and skill requirements in dealing with every dimension of employee diversity and work-life issues • the increasing contingent of a temporary, intermittent, and contract workforce, which often teams with permanent civilian and/or military staff from the same or different organizations, and the complications resulting from a mixed workforce • a stronger emphasis on knowledge management resulting from faster transmission and greater volumes of information and high projec- 2 LEADERSHIP FOR LEADERS Executive Summary 3 tions of employee retirements and turnover, requiring the need to capture individual job knowledge • the recommendations of the National Commission on the Public Service concerning executives and managers, particularly those related to widespread government reorganization and the resulting cultural transformation changes • supervisory ratio reductions emanating from the National Performance Review initiative to significantly reduce the number of managers through organization delayering, resulting in more of a managerial focus on tactics and less on strategy • the results of the new Federal Human Capital Survey, particularly the information it provides on the effectiveness of agency leaders	bg_BG
dc.language.iso	bg_BG	bg_BG
dc.relation.ispartofseries	Синг. 32Б;
dc.subject	Чужда литература	bg_BG
dc.title	Leadership for Leaders:	bg_BG
dc.title.alternative	Senior Executives and Middle Managers	bg_BG
dc.type	Book	bg_BG