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21 Apr 2017

Webinar #6: 21 April 2017

Strategic leadership has tools, frameworks, and related leadership styles essential for public organizations.

 

Objectives

Strategic Leadership in a public organization requires a realistic and in-depth understanding of the context they operate in, and constantly reassessing such context in three broad areas: 1) mission and mandate given to the public organization; 2) external political environment it operates under; and 3) internal capacity development and management to deliver outputs and outcomes that are adding values to the society.

Successful public leaders pay equal attention and time allocation to all three areas, and strategic action plans would also balance the three with short-term and long-term goals of the organization.

This webinar aimed for the participants to be able to:

  1. Understand the context of their strategic leadership role to lead changes;
  2. Gain knowledge of the practical tools and framework to develop strategic action plans; and
  3. Understand different leadership styles needed for different situations to lead change and to get results that add values.
Resource Person

Young Uck Kang is affiliated with ADB's Knowledge Sharing and Services Center.  Before joining ADB, Kang served as a professor at KDI School of Public Policy and Management in Seoul, Korea for nine years.  His areas of expertise are governance, strategic leadership, public finance, economic analysis, policy analysis, urban development, and conflict resolution and negotiation.  Kang holds PhD and three Master degrees in MPhil, MPP & MBA.

 

Pre-event Resources

Participants are urged to find time to read the following resources in advance related to the webinar's topic:

  • Jonathan Brock. 2004. MORETOOLS: A Framework for Analyzing Management Dilemmas. The Electronic Hallway.

​MORETOOLS is a strategic framework that leads you to assess the current context you operate in and helps you to develop a strategic action plan by following step-by-step analysis and assessment. By using the framework, you will be able to develop practical and realistic strategic action plan with sense of directions and priorities, balancing three areas of mission/mandate, external environment, and internal capacity.

  • J. Patrick Dobel, and Angela Day. 2005. A Note on Mapping: Understanding Who Can Influence your Success. The Electronic Hallway.

This is a simple yet powerful tool to systematically assess external environment a public organization operates in. By identifying external forces surrounding your organization and linking it to actors behind such forces, you’ll be able to identify relative importance of formal authorities and informal influences these actors may exercise to either help or hinder your efforts.

  • Daniel Goleman. 2000. Leadership That Gets Results. Harvard Business Review. March-April.

This paper written by Daniel Goleman emphasizes the reality of different leadership styles that suits personality trait of a person. It emphasizes the need for you to have at least two different styles of leaderships in your arsenal and applying them accordingly to different situations. It will challenge your conventional belief and wisdom of what a leadership would mean, and highlight the fact that a single style of leadership does not work in all situations. 

  • John P. Kotter. 1995. Leading Change: Why Transformations Fail. Harvard Business Review. March-April.

This paper written by John P. Kotter has been highly influential in the areas of both private and public sector management. It allows us to think through the change process needed to transform the organization for the better. Rich in insights and reflections, this article is a must-read for those considering reform efforts in public sector.

 

View the full session below

Strategic Leadership in Public Organizations - Knowledge Sharing Webinar Series