International Comparative Study of Key Persons on Local Government Organizations—Conceptual and Practical Analysis of Leadership Development through Strategic Human Resource Training in Local Government Administration to Meet the Demands of the Future Bo
Governments around the world are experiencing a leadership crisis of epic proportions. In the United States and Japan citizen satisfaction surveys show deteriorating public confidence in governments at all levels. There is an urgent need for public managers to focus energy and resources on developing new leadership capacities to avoid the death spiral of evaporating public trust that many public agencies currently face. This paper presents a number of practical applications of LPM theory utilizing On the Job Learning (OJL), both at the individual and organizational levels, as the mechanism for maturing organizational leadership capacity. These examples incorporate the best practices from the Excellence Management, Values Leadership, Trust Cultural Leadership, and Spiritual Leadership models. In this paper, case studies for the development of human resources in the organizational strategy of the U.S.-Japan are analyzed. By actively identifying Key persons among their staff and offering leadership training, governments can proactively address the challenges facing them in an increasingly complex and rapidly changing world and restore public confidence in government.
Key persons Leadership LPM OJL Learning Organization Organizational Strategy
Tetsuya Endo P. Michael Paules
Aomori Public College, Japan California State University, Los Angeles, U.S.A.
国际会议
2010 International Conference on Public Administration(6th)(2010 第六届公共管理国际会议)
澳大利亚堪培拉
英文
313-322
2010-10-22（万方平台首次上网日期，不代表论文的发表时间）