Explains the four dimensions of effective leadership for leaders in the public sphere There is a wealth of advice available for corporate leaders, but little in the way of leadership guidance for those in government agencies. Leading Forward fills that gap by providing a development framework and assessment tool based on the four dimensions of effective leadership empowerment, fairness, leaders, and supervisors. These four dimensions are critical competencies that leaders must develop in order to succeed now and in the future. Based on years of working with agency leaders at all levels of government and the latest assessment data from the Office of Personnel Management, this practical resource includes a review of the current core leadership competencies and a detailed look at the gaps between actual and expected execution.
* Offers unique and uncommon leadership guidance for those in the public sector * Includes examples, exercises, techniques, and case studies, as well as interviews with past and current leaders * Ideal for government agency executives and students in leadership and professional development programs Leading effectively in a government agency is different than leading in the private sphere. Leading Forward offers a practical and effective framework for developing great leaders for the public good.
Tim A. Flanagan is owner and lead consultant at Custom Leadership Solutions. He is a program leader and instructor with the U.S. Office of Personnel Management s Western Management Development Center and a visiting instructor at the Crummer Business School, Rollins College. Tim is the coauthor of the acclaimed Conflict Competent book series, including the second edition of Becoming a Conflict Competent Leader (2013). John S. Lybarger is a nationally known organizational development consultant and executive coach with Lybarger & Associates, Inc. He serves public and private sector clients as a consultant, program director, curriculum designer, facilitator, and executive coach.
Prologue vii ONE Introduction 1 TWO Agile Learning Capability 11 THREE Adept with Ambiguity 39 FOUR Adroit at Thinking Strategically 73 FIVE Ambitious Drive to Execute 107 SIX Public Service Leadership Assessment and Personal Development Plan 143 Epilogue and Acknowledgments 197 Appendix A: Four Themes and Five Independent Factors 199 Appendix B: Suggested Reading 219 References 227 About the Authors 229 Index 231