Strayer University Alexandria Campus. Adaptive Leadership in Emergency Management

Size: px
Start display at page:

Download "Strayer University Alexandria Campus. Adaptive Leadership in Emergency Management"

Transcription

1 Strayer University Alexandria Campus Adaptive Leadership in Emergency Management a Directed Research Project submitted to Miles M. Hamby, Ph.D. in Candidacy for the Degree of Master of Business Administration by Kelly F. Discount March 26, 2009

2 ABSTRACT The consistent use of coercive and pacesetting leadership styles results in increased burnout, turnover, and negative public perception of emergency management (EM) organizations. The purpose of this study was to determine which leadership styles are most effective for local, state, and federal EM government officials during each of the EM life cycle phases. The research explored adaptive leadership in emergency management. A survey was developed to evaluate the relationship of six leadership styles (coercive, authoritative, affiliative, democratic, pacesetting, and coaching) to four phases of the EM life cycle (mitigation, preparedness, response, and recovery). The survey included questions to determine any correlation between burnout that staff experienced and the perceived effectiveness of EM leadership style employed. The survey was conducted using an online data collection tool over a period of three weeks. Survey participation was requested through emergency management professional organizations reaching approximately 5517 practitioners. The research yielded 523 responses, for an approximate response rate of 9.48%. Survey responses came from all three levels of government. It was determined that a correlation exists between manager effectiveness and leadership style, and certain leadership styles have a statistically significant effect. Three individuals, representing local, state, and federal government were interviewed for the qualitative portion of this research. Interview responses were reviewed to corroborate or contradict the survey data. Taken as a whole, the interviews provided qualitative information that supported the quantitative data resulting from the survey. That is, effective EM leaders use a variety of leadership styles during mitigation, preparedness, response and recovery to appropriately address each situation and manage staff and stakeholders.

3 Trust Criteria for EM Leaders Criteria Definition Competence: Openness with Information: Integrity: Reciprocity: Compatibility: Goodwill: Predictability: Well-Being: Inclusion: Accessibility: Trust based on a perception that team members are competent, and so will not let me down. Trust based on the observation that other team members share information important to the team proactively and clearly. Trust based on the observation that other team members maintain promises, are team-oriented, and behave towards me in accordance with a moral code. Trust based on the observation that other team members are trusting and cooperative towards me. Trust based on background, values, approaches, interests, and objectives held in common. Trust based on the belief that other team members are concerned about my overall welfare. Trust based on the observation that the behavior of team members is consistent over time an in different contexts. Trust arising from the feeling that I have nothing to fear from other members of the team. Trust based on the observation that other team members actively include me in their social and work activities Trust based on the observation that other team members share their true feelings and I can relate to them on a personal level SOURCE: Adapted from The Emergency Capacity Building Project, 2007, p

4 Leadership Style and Associated Activity or Behavior in EM Life Cycle Phase Leadership Style and Associated Activity or Behavior Coercive Use the power of their position to get people to act Make top-down decisions Demand immediate compliance Hold people to their obligations and is explicit about consequences Authoritative Provide staff with freedom to innovate, experiment, and take calculated risks Mobilize people toward a vision Set clear standards for success and communicate them to all staff Explain why staff s efforts contribute to the mission Affiliative Build relationships through a sense of belonging Offer ample positive feedback Solve conflicts through open communication and promoting agreement among the team Boost morale always putting people first Democratic Forge consensus through participation Solicit ideas, promoting buy-in Work side by side with the team Promote collaboration Pacesetting Take initiative, with a high drive to achieve Hold and exemplify exceptionally high standards for performance Micromanage staff Focus on data, details, and information Coaching Develop staff for the future Help staff identify strengths and weaknesses Encourage staff Delegate challenging tasks to staff EM Life cycle Phase SOURCES: Goleman 2000; Goleman, Boyatzis, & McKee, 2002; Goleman, 2006.

5 Comparison of Leadership for Emergency Management Practitioners Brief Description Demands Immediate Compliance Mobilized people toward a vision Creates harmony and builds emotional bonds Forges consensus through participation Sets high standards for performance Develops people for the future Emotional Intelligence Project Management Transactional and Transformational Positive and Negative Coercive Autocratic Transactional -Authoritarian (-) -Hierarchical (-) -Non-Participative (-) Authoritative Transformational -Empowering (+) -Visioning (+) Affiliative Democratic -Consultative -Supporting -Facilitating -Consensus Transactional -Counseling (+) -Lead through commitment (+) EMI Traditional Transactional Participative (+) -Supporting -Delegating Pacesetting Directing Transactional -Ethical (+) -Controlling (-) -Judging (-) Coaching Coaching Transactional -Coach (+) -Mentor (+) EMI Contemporary Marks Leadership Qualities Cadence Leadership Directing Autocratic Authoritarian -Building a shared vision -Empowering others -Laissez-faire -Creating a team environnent -Democratic -Delegating -Visionary, influential -Charismatic -Servent leader -Team builder, Motivates Collaborator, delegator Directing -Resultsfocused -Leads by example -Supporting -Coaching -Coaching -Mentoring Creates other leaders Participative Delegative

Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader

Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader Principles of Supervision MGT 2220 Chapter 8 The Supervisor as Leader If people see you looking out only for your own best interests, they will not follow you. - Carlos Gutierrez, U.S. Secretary of Commerce

More information

Leads pedagogical practice. Promotes professional learning

Leads pedagogical practice. Promotes professional learning Leading teaching and learning 1 Creates a student centred learning environment 4 Builds capacity Developing self and others Leading teaching and learning 2 Leads pedagogical practice Developing self and

More information

Empowering Physicians to Become Leaders

Empowering Physicians to Become Leaders Empowering Physicians to Become Leaders Roger Wong, BMSc, MD, FRCPC, FACP Associate Dean, Postgraduate Medical Education Clinical Professor, Division of Geriatric Medicine UBC Faculty of Medicine Disclosure

More information

Creating the climate to get the most from your team

Creating the climate to get the most from your team Creating the climate to get the most from your team Helping leaders to create high-performing organisations NOVEMBER 2011 SHARON CRABTREE MICHAEL DODDS About Hay Group Our objectives today Look at what

More information

Developing Emotional Intelligence (E.I.) Competencies

Developing Emotional Intelligence (E.I.) Competencies Developing Emotional Intelligence (E.I.) Competencies Presented by Mike Fitch, P.E. ODOT Office of Local Programs / LTAP OTEC Session 25 October 27, 2015 1 Welcome Alumni and Students! 2 Welcome Future

More information

Handling projects involves both leadership and management

Handling projects involves both leadership and management Handling projects involves both leadership and management In this session of project management we are going to introduce the nature of project working and introduce some of the basic concepts involved

More information

Example change management plan for CORD 2015

Example change management plan for CORD 2015 Example change management plan for CORD 2015 Needs Assessment (what needs to change & why) Main Goal / Objective of the Proposed Desired Outcome of the Factors / Forces that could effect the desired change

More information

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP

P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP P R O F E S S I O N A L D E V E L O P M E N T I N S T I T U T E INSPIRING LEADERSHIP INSPIRING LEADERSHIP Who Should Enroll The Inspiring Leadership Program is designed for: New supervisors, managers,

More information

KIPP King Leadership Class: Individual Learning Plan

KIPP King Leadership Class: Individual Learning Plan School Focus : HIGH EXPECTATIONS. Expresses high expectations for all teammates and expresses belief in their potential to grow. : STUDENT BEST INTERESTS. Seeks to understand the needs and motivations

More information

Performance Management System Skills and Behaviours Bank

Performance Management System Skills and Behaviours Bank Performance Management System Skills and Behaviours Bank Leadership Gives purpose and direction to ensure that staff are motivated and inspired to deliver the Parliament s aim, values and strategic priorities.

More information

The ins and outs. of successful. leadership. Helping you to be a more effective leader

The ins and outs. of successful. leadership. Helping you to be a more effective leader The ins and outs of successful leadership Helping you to be a more effective leader What does your team expect from their leader? Someone who high-fives everyone from the post boy to the CEO on his way

More information

Employee Engagement White Paper

Employee Engagement White Paper Employee Engagement White Paper Moving Past the Corporate Catch Phrase - Delivering On -Target Results U N I Q U E FA C T O R S Establishing and strengthening emotional bonds between the organization and

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Learning Outcome 1 The learner will: Understand the role of the sales manager and the qualities and skills required.

Learning Outcome 1 The learner will: Understand the role of the sales manager and the qualities and skills required. Unit Title: Sales Management Unit Reference Number: J/601/7525 Guided Learning Hours: 160 Level: Level 5 Number of Credits: 18 Learning Outcome 1 The learner will: Understand the role of the sales manager

More information

Grand Rapids Community College Grand Rapids, Michigan

Grand Rapids Community College Grand Rapids, Michigan National Initiative for Leadership & Institutional Effectiveness Grand Rapids Community College Grand Rapids, Michigan Personal Assessment of the College Environment (PACE) Analysis by Personnel Classification

More information

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation

More information

Pima Community College District. Vice Chancellor of Human Resources

Pima Community College District. Vice Chancellor of Human Resources Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima

More information

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4

Self-Assessment Duval County School System. Level 3. Level 3. Level 3. Level 4 Standard 1: Purpose and Direction 1.1 The system engages in a systematic, inclusive, and comprehensive process to review, revise, and communicate a system-wide propose for the student success. The system

More information

The roots of project management

The roots of project management The roots of project management In this session of project management we are going to introduce the nature of project working and introduce some of the basic concepts involved with projects. In particular

More information

Certificate in Leadership and Management Excellence Training. Europe - North America - Middle East - Asia - Africa

Certificate in Leadership and Management Excellence Training. Europe - North America - Middle East - Asia - Africa Certificate in Leadership and Management Excellence Training Europe - North America - Middle East - Asia - Africa Introduction This highly interactive seminar will allow you to examine yourself, and your

More information

Framework and Guidelines for Principal Preparation Programs

Framework and Guidelines for Principal Preparation Programs THE FRAMEWORK FOR PRINCIPAL PREPARATION PROGRAM GUIDELINES PENNSYLVANIA DEPARTMENT OF EDUCATION 1 Purpose Of all the educational research conducted over the last 30 years in the search to improve student

More information

2015 2016 Division of Student Affairs Strategic Plan

2015 2016 Division of Student Affairs Strategic Plan 2015 2016 Division of Student Affairs Strategic Plan Mission, Vision, and Core Values of the Division of Student Affairs The Chicago State University s Division of Student Affairs (DOSA) maintains, expands

More information

Leadership Framework and Competency Model

Leadership Framework and Competency Model Leadership Framework and Competency Model Introduction The KIPP Leadership Framework and Competency Model describes the competencies and behaviors considered most important to the performance of KIPP Executive

More information

News from your Employee Assistance Program

News from your Employee Assistance Program News from your Employee Assistance Program Did you know. Anthem s EAP website offers members access to 98 interactive, online courses developed by QuicKnowledge that cover a wide range of personal and

More information

Dr. Michael Poli Worldwide Project Management PMI Region One Conference May 18, 2013

Dr. Michael Poli Worldwide Project Management PMI Region One Conference May 18, 2013 Dr. Michael Poli Worldwide Project Management 1michaelpoli@gmail.com PMI Region One Conference May 18, 2013 PMI Northern Utah Chapter Professional Development Conference May 20. 2013 Copyright 2013 Dr.

More information

Leadership and Management Framework Responsibilities

Leadership and Management Framework Responsibilities Leadership and Management Framework Responsibilities Leading and Managing People 1. Provide clear purpose and direction to your team 2. Understand and communicate measurable performance objectives 3. Supervise

More information

The New Leaders Transforming the art of leadership into the science of results

The New Leaders Transforming the art of leadership into the science of results The New Leaders Transforming the art of leadership into the science of results By Daniel Goleman, Richard Boyatzio and Annie Mckee Great leadership works through emotions. When leaders drive emotions positively,

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Reputation and the Board. Guidance for PR Consultants and Board Directors

Reputation and the Board. Guidance for PR Consultants and Board Directors Reputation and the Board Guidance for PR Consultants and Board Directors Contents Foreword... 3 About This Guidance... 4 What is Reputation?... 4 Why is Reputation Important?... 4 Reputation: A Board s

More information

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) 1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important

More information

Presentation. Introduction Basic Leadership Styles Other Leadership Styles Conclusion

Presentation. Introduction Basic Leadership Styles Other Leadership Styles Conclusion Leadership Styles Presentation Introduction Basic Leadership Styles Other Leadership Styles Conclusion Introduction A groom spent days in combing and rubbing down his horse, But stole oats and sold them

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

BEING A LEADER (1996) Today s non-profit organizations are struggling with economic factors that produce a

BEING A LEADER (1996) Today s non-profit organizations are struggling with economic factors that produce a BEING A LEADER by Patricia Romney, Ph.D. (1996) Today s non-profit organizations are struggling with economic factors that produce a climate of layoffs, wage stagnation, expanded responsibilities and limited

More information

Primal Leadership: Learning to Lead with Emotional Intelligence

Primal Leadership: Learning to Lead with Emotional Intelligence Primal Leadership: Learning to Lead with Emotional Intelligence By Daniel Goleman, Richard Boyatzis, and Annie McKee SUMMARY Primal Leadership means to prime good feelings in those we lead. That means

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Overview of Leadership Theories By Sue Panighetti

Overview of Leadership Theories By Sue Panighetti This is a discussion on various different leadership theories and how they apply to leading others. Use the Leadership Points for Dialogue to help explore each of these theories and how they may or may

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011

CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011 CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011 Chief Executive Officer Page 1 POSITION: REPORTS TO: EMPLOYMENT STATUS: CHIEF EXECUTIVE OFFICER MAYOR AND ELECTED COUNCIL FIXED TERM CONTRACT

More information

LEADERSHIP SKILLS, APTITUDE & EMOTIONAL INTELLIGENCE. Bob Harrison Police Chief (Retired): Vacaville, CA Special Consultant: CA Commission on POST

LEADERSHIP SKILLS, APTITUDE & EMOTIONAL INTELLIGENCE. Bob Harrison Police Chief (Retired): Vacaville, CA Special Consultant: CA Commission on POST LEADERSHIP SKILLS, APTITUDE & EMOTIONAL INTELLIGENCE Bob Harrison Police Chief (Retired): Vacaville, CA Special Consultant: CA Commission on POST Why do some managers succeed while others fall flat? Why

More information

Utah Educational Leadership Standards, Performance Expectations and Indicators

Utah Educational Leadership Standards, Performance Expectations and Indicators Utah Educational Leadership Standards, Performance Expectations and Indicators Standard 1: Visionary Leadership An educational leader promotes the success of every student by facilitating the development,

More information

UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE

UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed

More information

CESAER Task Force Human Resources. Leadership and leadership development in academia

CESAER Task Force Human Resources. Leadership and leadership development in academia CESAER Task Force Human Resources Leadership and leadership development in academia June 2014 The main authors of the paper are Dr. Cecilia Hahn Berg and Cecilia Järbur, Chalmers University of Technology

More information

Manage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred

Manage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred Introduction Country Care s Customer Service Charter represents our vision and values and sets out what our service users can expect from Country Care when they select us to provide their service. Country

More information

Comprehensive Product of Learning COLLEGE STUDENT DEVELOPMENT PROGRAM. Appalachian State University

Comprehensive Product of Learning COLLEGE STUDENT DEVELOPMENT PROGRAM. Appalachian State University Comprehensive Product of Learning COLLEGE STUDENT DEVELOPMENT PROGRAM Appalachian State University 1 Table of Contents I. Introduction.3 II. Mission Statement..3 III. Learning Outcomes and Point System.4

More information

Refining Your Leadership Philosophy & Style

Refining Your Leadership Philosophy & Style DRINON'S LEADERSHIP EXPRESS Refining Your Leadership Philosophy & Style Defining Leadership Over the past century much research has been conducted on the topic of leadership. These studies have produced

More information

PRIMAL LEADERSHIP. Realizing the Power of Emotional Intelligence. Aung Tun Thet

PRIMAL LEADERSHIP. Realizing the Power of Emotional Intelligence. Aung Tun Thet PRIMAL LEADERSHIP Realizing the Power of Emotional Intelligence Based on Primal Leadership by Daniel Goldman, et.al. Harvard Business School Press, 2002 Aung Tun Thet The Vital Emotional Component of Leadership

More information

Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016)

Multi Business WAT Grant Training Courses at. NTC s Center for Business and Industry in Wausau (September 2015 August 2016) Multi Business WAT Grant Training Courses at NTC s Center for Business and Industry in Wausau (September 2015 August 2016) To register, please email Maggie Coakley: coakley@ntc.edu Email Subject Line:

More information

Internship Manual Educational Specialist (EdS) Florida Gulf Coast University

Internship Manual Educational Specialist (EdS) Florida Gulf Coast University Internship Manual Educational Specialist (EdS) Florida Gulf Coast University 2 Table of Contents The College of Education Vision... 3 The College of Education Mission... 3 Purpose of the Internship...

More information

APPLIED SOCIAL PSYCHOLOGY FOR

APPLIED SOCIAL PSYCHOLOGY FOR APPLIED SOCIAL PSYCHOLOGY FOR UNDERSTANDING AND MANAGING SOCIAL PROBLEMS AT SCHOOL Prof. Dr. Fatbardha Gjini Dr. Johana Myftiu Psychology Department University A. Xhuvani Elbasan, Albania 5-7 October 2012

More information

Non-Profit Leadership Workshop. 2015 Annual Meeting Scranton, PA

Non-Profit Leadership Workshop. 2015 Annual Meeting Scranton, PA Non-Profit Leadership Workshop 2015 Annual Meeting Scranton, PA Non-Profit Leadership Workshop 1:15-1:25 p.m.: Introductions/ Learning Objectives 1:25 2:00 p.m.: PowerPoint Presentation Beverly Smith,

More information

Nonprofit Organizational Life Cycle

Nonprofit Organizational Life Cycle Nonprofit Organizational Life Cycle Program And Services Staff Leadership/ Management Staffing Governance/ Board Extremely informal or not yet a concern Perceived need for a program or service Entrepreneurial

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

SEMESTER III B) HUMAN RESOURCE MANAGEMENT

SEMESTER III B) HUMAN RESOURCE MANAGEMENT SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts

More information

Director of Facilities Management

Director of Facilities Management Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing

More information

Course Description Bachelor in Public Administration

Course Description Bachelor in Public Administration Course Description Bachelor in Public Administration 1606202 New Public Management This course is designed to give students the opportunity to understand the theoretical foundations of new public management,

More information

Camosun College Community Input Summary. President Search

Camosun College Community Input Summary. President Search Camosun College Community Input Summary President Search INPUT SESSIONS AND EMPLOYEE SURVEY KEY THEMES As part of the initial phase of the search process for Camosun s President, the Search Committee requested

More information

Standards for Advanced Programs in Educational Leadership

Standards for Advanced Programs in Educational Leadership Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

Operations & Business Development Director

Operations & Business Development Director POSITION DESCRIPTION Position: Reports to: EFT: Role Purpose: Internal Relationships: External Relationships: Remuneration: Location Base: Operations & Business Development Director CEO Initial twelve

More information

Management & Leadership

Management & Leadership Management & Leadership Overview The Management and Leadership qualifications aim to contribute to the skills, knowledge and overall performance of management and aid career progression. The qualifications

More information

4-1 Strategic Leadership Training and Education Level

4-1 Strategic Leadership Training and Education Level 4-1 Strategic Leadership Training and Education Level Table 4-1: Leadership in the Emergency Management Environment. This competency area focuses on the knowledge and/or skills that leaders need to: (1)

More information

EP 7020.01, Collaborative Leadership Course Reference Number (CRN): 20104 Winter Term 2013/2014

EP 7020.01, Collaborative Leadership Course Reference Number (CRN): 20104 Winter Term 2013/2014 EP 7020.01, Collaborative Leadership Course Reference Number (CRN): 20104 Winter Term 2013/2014 Instructor: Class Meeting Schedule Christie Sweeney, Ed.D. Monday, 5:00-8:00 pm Assistant Professor and 1/13,

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Leadership-related Competencies

Leadership-related Competencies -related Competencies Excerpts from the Competency Index for the Library Field http://www.webjunction.org/competencies/articles/content/67024491 Compiled by WebJunction June 2009 Copyright 2009, OCLC Online

More information

Roche Group Employment Policy

Roche Group Employment Policy Roche Group Employment Policy 2 Roche s Corporate Principles express our conviction that our company s success depends on the talent and performance of dedicated employees. In adopting the present policy,

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

Graduate. scholars to. developing. meet the. scholarly learning. The inten establish. curriculum 1. programs. There are concisely

Graduate. scholars to. developing. meet the. scholarly learning. The inten establish. curriculum 1. programs. There are concisely Note: This document was developed as a collaboration between ADEA and the American Dental Hygienists Association. Introduction ADEA Core Competencies for Graduate Dental Hygiene Education (As approved

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION Position: Director of Learning Technologies Incumbent: Responsible to: Principal Direct Reports: 3 Status: Full-time Classification: Fixed-term contract (5 years) Preamble Pulteney

More information

Educational Administration

Educational Administration Graduate School of Education Educational Administration Education Specialist Degree The Education Specialist Degree (Ed.S.) in Educational Administration program is designed for students who already have

More information

Focus Management Workshop & Cocktail Reception

Focus Management Workshop & Cocktail Reception Focus Management Workshop & Cocktail Reception Strategic Planning, Organizing, Leading and Monitoring Management Model An Interactive Workshop 4 th Annual Focus Manager s Mini Conference Wednesday, May

More information

Manage Conflict and Improve Relationships. Sara Burks Managing Director, Adaptis Limited

Manage Conflict and Improve Relationships. Sara Burks Managing Director, Adaptis Limited Manage Conflict and Improve Relationships Sara Burks Managing Director, Adaptis Limited Rational Intelligence How can I solve this problem with the resources at my disposal? Emotional Intelligence How

More information

Superintendent Effectiveness Rubric*

Superintendent Effectiveness Rubric* Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most

More information

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS. This descriptive study aimed to describe nurses perception of their moral

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS. This descriptive study aimed to describe nurses perception of their moral CHAPTER 5 CONCLUSION AND RECOMMENDATIONS Summary of the study This descriptive study aimed to describe nurses perception of their moral actions in patient advocacy in regional hospitals, Ministry of Public

More information

CALIFORNIA PRELIMINARY ADMINISTRATIVE CREDENTIAL EXAMINATION (CPACE)

CALIFORNIA PRELIMINARY ADMINISTRATIVE CREDENTIAL EXAMINATION (CPACE) Education Code section 44270.5 allows an examination alternative to the Administrative Services preparation program as long as the examination is aligned with the current Administrative Services Program

More information

New Dean, New Vision, New Focus: The Necessary Building Blocks of a Great Business School

New Dean, New Vision, New Focus: The Necessary Building Blocks of a Great Business School New Dean, New Vision, New Focus: The Necessary Building Blocks of a Great Business School William T. Rupp, Ph.D. Introduction A leadership change in an organization can present exciting opportunities and

More information

Running head: LEADERSHIP STYLES 1. Leadership Styles of Master s Students in Counselor Education. Alexis Rae, PC. The Ohio State University

Running head: LEADERSHIP STYLES 1. Leadership Styles of Master s Students in Counselor Education. Alexis Rae, PC. The Ohio State University Running head: LEADERSHIP STYLES 1 Leadership Styles of Master s Students in Counselor Education Alexis Rae, PC The Ohio State University December 2010 LEADERSHIP STYLES 2 Leadership Styles of Master s

More information

Employee Work Passion Connecting the Dots

Employee Work Passion Connecting the Dots PE R S PECTIVE S Employee Work Passion: Volume 3 Employee Work Passion Connecting the Dots By Drea Zigarmi, Dobie Houson, David Witt, and Jim Diehl For years, researchers, organizations, and leaders have

More information

Leadership Development: An Annotated Bibliography

Leadership Development: An Annotated Bibliography Leadership Development: An Annotated Bibliography Prepared by Michael Murphy, MBA Candidate 14 under the supervision of Dr. Chris Macdonald (March 2014) Avolio, B. J., & Gardner, W. L. (2005). Authentic

More information

Working with: Collaborative approaches for engaging and leading volunteers. (Capacity Volunteer Programs)

Working with: Collaborative approaches for engaging and leading volunteers. (Capacity Volunteer Programs) Working with: Collaborative approaches for engaging and leading volunteers (Capacity Volunteer Programs) By Mark Creyton Manager Education and Research Volunteering Queensland I want to present a set of

More information

ATTITUDES AND LEADERSHIP SUCCESS

ATTITUDES AND LEADERSHIP SUCCESS ATTITUDES AND LEADERSHIP COMPETENCES FOR PROJECT SUCCESS Dr Ralf Müller Associate Professor Umeå School of Business Adjunct Professor Norwegian School of Management BI Insights into the Sustainable Insights

More information

Employee Engagement Survey

Employee Engagement Survey Employee Engagement Survey (SAMPLE EXTENDED REPORT) Presented by: 11 River Street Wellesley Hills, MA 02481 Table of Contents Topic Page Introduction 2 Engagement Research 4 Quantitative Results - Averages

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

1. Discuss the differences between leadership and management and between leaders and managers.

1. Discuss the differences between leadership and management and between leaders and managers. Chapter 12 Leadership and Followership s Learnin ng Outcome 1. Discuss the differences between leadership and management and between leaders and managers. 2. Explain the role of trait theory in describing

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the

More information

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources DEPARTMENT OF OF HUMAN RESOURCES Career Planning and Succession Management Resources CONTENTS: ASSESSMENT TOOLS... 3 Work Personality Index (WPI)... 3 Myers Briggs Type Indicator (MBTI)... 3 Multiple Perspective

More information

School of Management, Guangdong University of Technology, Guangzhou, China. Methodology

School of Management, Guangdong University of Technology, Guangzhou, China. Methodology Research Article ISSN: XXXX-XXXX The Study of the Relationship between Leadership Style and Project Success Juanjuan Jiang School of Management, Guangdong University of Technology, Guangzhou, China Access

More information

Why Companies Use Assessments

Why Companies Use Assessments WHY COMPANIES USE ASSESSMENTS 1 I. Assessments are NOT tests A. Tests are Pass/Fail B. You cannot fail who you are C. Assessments provide information for making better decisions 2 II. What information

More information

Diploma In Coaching For High Performance & Business Improvement

Diploma In Coaching For High Performance & Business Improvement THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals

More information

Approved by the Virginia Board of Education on September 27, 2012. Virginia Department of Education P. O. Box 2120 Richmond, Virginia 23218-2120

Approved by the Virginia Board of Education on September 27, 2012. Virginia Department of Education P. O. Box 2120 Richmond, Virginia 23218-2120 Advancing Virginia's Leadership Agenda Guidance Document: Standards and Indicators for School Leaders and Documentation for the Principal of Distinction (Level II) Administration and Supervision Endorsement

More information

Presented by Dr. David Renz Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri Kansas City

Presented by Dr. David Renz Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri Kansas City Presented by Dr. David Renz Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri Kansas City Nonprofit Leadership at UMKC 1 More and more boards are taking

More information

POSITION DESCRIPTION. Deputy Principal. Lindisfarne Anglican Grammar School. DATE March 2015

POSITION DESCRIPTION. Deputy Principal. Lindisfarne Anglican Grammar School. DATE March 2015 POSITION DESCRIPTION TITLE: REPORTING TO: ORGANISATION Deputy Principal Principal Lindisfarne Anglican Grammar School DATE March 2015 The Deputy Principal will support the Principal in providing both strategic

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components The Joint Commission accreditation standards, the National Institute

More information

for Sample Company November 2012

for Sample Company November 2012 for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

Transactional Vs Transformational Leadership. Transactional Vs Transformational Leadership

Transactional Vs Transformational Leadership. Transactional Vs Transformational Leadership Transactional Vs Transformational Leadership Transactional Leader: approaches followers with an eye to exchanging one thing for another Burns pursues a cost benefit, economic exchange to met subordinates

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

The School Leadership Collaborative Intern and Administrative Mentor Guide

The School Leadership Collaborative Intern and Administrative Mentor Guide Gonzaga University School of Education The School Leadership Collaborative Intern and Administrative Mentor Guide Principal Certification Program Administrator Certification Department of Educational Leadership

More information