Rooting for effective leadership in the public service Senior Management Conference, Bloemfontein

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Rooting for effective leadership in the public
service Senior Management Conference,
Bloemfontein
Oliver Seale and Louise Lepan 28 August 2008
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Presentation Structure

• Leadership concepts, trends and practice
• Learning to lead
• Executive development programme
• Accelerated development programme

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Leadership concepts, trends and practiceOur world

• Harris Interactive Study (2004)
• Polled 23000 employees in key industries and
  functional areas (including public admin,
  government education)
• Key findings
• 37 clear understanding of what organization try
  to achieve
• 1 in 5 enthusiastic about the teams
  organisational goal
• 15 felt the organisation fully enables them to
  execute key goals
• 17 felt organisation fosters open communication
  that is respectful of differing opinions and
  results in new ideas
• 10 felt organisation holds people accountable
  for results
• Soccer team scores
• 4 of the 11 would know what goal is theirs
• 2 of the 11 would care
• 2 of the 11 would know what position they play
• All but 2 would in some way be competing against
  their own team rather than opponents.

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Leadership concepts, trends and
practiceDefinitions

• Leadership management theory practice has
  evolved in line with key organisational and
  sectoral developments
• Kotter management coping with complexity,
  leadership deals with change
• Astin Astin management suggests preservation
  or maintenance, whereas leadership implies a
  process where there is movement.
• Deluge of principally normative models of
  leadership, charismatic, emotional
  intelligence-based, servant etc.
• Two theory typology of leadership currently
  dominates i.e. transactional / transformational
  leadership
• Despite plethora of literature available there
  is no common or consistent description of
  leadership (Mello)

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• To an extent, leadership is like beauty it is
  hard to define, but you know it when you see it
• (Warren Bennis)

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Leadership concepts, trends and practiceProverbs
and elements

• Leadership vs management
• Managers look after the present, leaders
  facilitate the future
• Managers manage objectives, leaders provide
  vision
• Managers preserve, leaders risk
• Managers focus on bottom-line, leaders on values
• Although leadership and management may be
  conceptually differentiated, they are commonly
  exercised in a co-terminus, inter-dependent and
  integrated way (FitzGerald)
• Elements
• Evolutional (born made)
• Contextual (situated adaptable)
• Relational (networks support)
• Transformational (space place)

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Learning to leadNew model of career management

• Traditional model of career development (job for
  life, security loyalty get a dog)
• New model has three components
• Employee owned
• Management supported
• Organisationally facilitated
• New issues
• Lifelong learning
• Employability
• Fear if we train them how do we know they will
  stay
• BUT data shows that if you dont help them help
  themselves the good ones will leave (Duxbury)

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Learning to leadTrends and activities

• Senior Managers deliver both a leadership
  management role in their jobs
• Focus on leadership development for SMS also
  include management development
• Literature provides array of professional
  knowledge, skills examples of best practice
• Multi-faceted approach with various activities
  ranging from 1-day workshops to longer-term award
  bearing programmes
• Problem of knowledge transfer into the workplace
  measurement of individual organisational
  impact
• Also resistance from other colleagues with the
  implementation of new ideas acquired at
  management training courses

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IDENTITY
INDIVIDUAL
PERSONALITY
BIOGRAPHY
CAPABILITY
LEADERSHIP DEVELOPMENT
EVOLUTIONAL
LEADERSHIP DEVELOPMENT
CONTEXTUAL
RELATIONAL
LEADERSHIP ELEMENTS
TRANSFORMATIONAL
GLOBAL
HISTORY
INSTITUTION
MISSION
CULTURE
ENVIRONMENT
REGIONAL
NATIONAL
STRATEGY
LOCAL
LEADERSHIP DEVELOPMENT
A conceptual portrait
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Executive Development Programme Background

• Presidential Strategic Leadership Development
  Programme (PSLDP) established in 2000
• Targeted Directors-General and Deputy
  Directors-General
• Presentations continued until 2007
• Elevated brand to become Presidential Strategic
  Leadership Development Portfolio for members of
  Senior Management Service
• Competency based programmes
• Government mandated programmes
• Short courses
• Development of EDP in 2005
• Managed by a consortium of tertiary institutions

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Executive Development Programme Curriculum

• Comprises 10 modules
• Strategic human resource management (core)
• Project and programme management (core)
• Leadership for good governance (core)
• Strategic planning and management (core)
• Policy formulation and implementation (core)
• Financial management and budgeting (core)
• Research methodology for senior managers
  (elective)
• Communication customer focused
  strategies (elective)
• Leading change (elective)
• South African economy in a global context
  (elective)

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Accelerated Development Programme Architecture
A S S E S S M E N T
Competency Assessment

• Competency Assessment

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Accelerated Development Programme Methodology

• Outcomes-based and adult-centered
• Contact sessions
• Group and individual assignments
• Feedback sessions/Action on reflection
• Role play
• Portfolio building
• Practical application of learning
• Assisted by internal external mentors

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Accelerated Development Programme Content

• Change Management
• Client Orientation and Customer Focus
• Financial Management
• Honesty and Integrity
• Knowledge Management
• Liaison and Networking
• People Management and Empowerment
• Programme and Project Management
• People Management and Empowerment
• Programme and Project Management
• Service Delivery Innovation
• Strategic Capability and Leadership
• Thinking Skills

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Contact persons Ms Louise Lepan Office 012
441 6604 Cel 082 449 8181 Email
louise_at_samdi.gov.za Mr Oliver Seale Office
012 441 6610 Cel 082 425 7386 Email
oliver_at_samdi.gov.za
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Re a leboga Siyabonga Thank
you Rolivhuwa Dankie Nakhensa