Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact

By Getha-Taylor, Heather; Morse, Ricardo S. | Public Administration Quarterly, Spring 2013 | Go to article overview

Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact


Getha-Taylor, Heather, Morse, Ricardo S., Public Administration Quarterly


INTRODUCTION

One hundred years after Frederick Taylor's seminal work, The Principles of Scientific Management (1911), it is worthwhile to observe how much the concept of leadership has evolved. Core themes of motivation, performance, and human interaction have developed and become more sophisticated (Yukl, 2010). "Great man" or "trait" theories have been replaced by more complex, interactive theories of leadership. However, the traditional notion of leadership focusing on hierarchical leaders and followers remains dominant in popular conceptions of leadership and in programs that seek to develop leaders.

What characterized leadership in 20th-century organizations shaped by Taylor's scientific management paradigm contrasts with emerging, contemporary organizational priorities of the 21st century. Today's leadership context, particularly in the public sector, is interorganizational. In public administration in particular, this shift corresponds with an emerging collaborative governance paradigm that is reorienting the field away from a focus on hierarchy, toward a focus on networks and partnerships that cross traditional boundaries (Emerson, Nabatchi & Balogh, 2012). This new focus highlights the need to develop leadership competencies that extend beyond traditional, hierarchical, managerial functions (Morse, 2008; Sullivan, Williams & Jeffares, 2012).

While it is important to understand how the definition of leadership has transformed over time, it is equally important to consider the connected task of developing leaders. Iles and Preece (2006) highlighted this need by noting that public leadership development programs must expand their efforts to build the competencies that create value both within organizations and beyond. Considering how these competencies align with leadership training components is necessary to assess training gaps and opportunities for improvement. The transition from leading within organizations to leading beyond them places new demands on leadership development programs. Drawing upon the growing body of literature on collaborative competencies, as well as the literature on leadership development, along with experiences and data from two local government leadership development programs, this article addresses the call to develop leaders who can achieve results both within traditional organizational structures and also across organizational and sectoral boundaries.

This article utilizes program-specific information to offer insights and respond to the question presented in Getha-Taylor, Holmes, Jacobson, Morse and Sowa (2011, p. i92): "Which programs, strategies, and curricula are most appropriate to build and nurture leadership skills for public leadership 'across boundaries'?" To this end, three related questions of interest are explored: 1) What additional leadership competencies are required of local government managers for collaborative governance? 2) Which programmatic components are best suited to develop collaborative competencies? 3) What are the most appropriate methods to evaluate the expected outcomes of collaborative leadership development programs?

The article is organized accordingly. First, we review literature on collaborative leadership and collaborative competencies and examine arguments calling for the development of those competencies in public leaders. Next, we consider how training curricula should adapt to develop collaborative competency development. We present insights from local government executive development programs in North Carolina and Kansas and examine data collected from program participants to consider which programmatic components are best suited to develop collaborative leadership competencies. We then turn to the question of how to evaluate program impact on collaborative competency, again utilizing data from the two programs being studied. Finally, we conclude with a discussion of the implications of this research and offer advice for others engaged in training public sector executives. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Collaborative Leadership Development for Local Government Officials: Exploring Competencies and Program Impact
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.