| The
Power of Self-Leadership |
Traditionally, leadership
development programs in the government were designed for employees
in management positions. However, the problem is that a majority of
the employees who benefited from such development are leaving,
creating a gap in the leadership ranks.
As more employees become empowered
because of diminishing supervisory levels and flatter organizations, there is an
opportunity for workers at all levels to exercise greater influence
over themselves and their work--- hence, self-leadership.
|
"Tell
me what To Do, and I'll Do It" is
no longer the way to work... As
organizations become flatter and the layers between decision makers
and employees are reduced, government agencies in the 21st century
will require a workforce that responds quickly to rapid change,
works interdependently, and is able to produce results. Managing
within silos is not the answer either. Managers
must communicate with their employees. Environmental
demands has caused organizations to shift their focus from
investments in programs, management systems, and processes to that
of the individual employee where individual performance is linked to
organizational results. For
government agencies to be successful...
-
Employees
must become more proactive about their work.
-
Managers
must model the leadership behavior they desire from their
employees that will lead to high performance and measurable
results.
-
Both must
explore creative ways to sustain individual and group
performance.
|
Coming Soon!
Listen to a FR.EE
20-minute Clip on the Power of Self-Leadership
|
© 2007-2008 Karen Hardy. All rights
reserved.
|
