Public Employees Leadership Institute Final Report, August 2011

Public agencies in Iowa are continually challenged with reduced staff levels, reduced budgets, and increased expectations for services provided. Responding to these demands requires a well-informed and coordinated team that includes professionals, supervisors, technicians, lead workers, and workers. Becoming a coordinated team requires the training and interaction to produce a common foundation to build upon. In 2007, a training program did not exist in the state to provide this level of training for existing or upcoming managers and leaders of public agencies. The Iowa Local Technical Assistance Program (LTAP), in conjunction with Iowa public agency representatives, set out to provide that foundation by developing the Iowa Public Employees Leadership Academy, which was renamed the Public Employees Leadership Institute in July 2011. The Institute is an on-demand, online training program designed to create better (or new) leaders and supervisors for Iowa’s public agencies. The Institute provides a curriculum to train the next generation of leaders, who will replace existing leaders when retirements occur. Through the Institute, Iowa LTAP will provide a coordinated, structured, non-credit educational program available for a modest fee. The techniques and skills offered through the Institute can apply to all who wish to develop or sharpen their leadership and management abilities. This will be true whether the participants are employed in the public or private sector. The 14 courses that were developed and are being offered are as follows: Supervisory Techniques and Skills, Team Development, Communications Skills, Leadership Skills, Community Service/Customer Orientation, Legal Understanding, Fundamentals of Government, Finance, Resource Management, Operations and Maintenance, Basic Management, Emergency Management, Project Management, and Winter Maintenance Management.

Leadership Agenda and Strategic Progress Report, 2007-2008

Early Childhood Iowa (ECI) is an alliance of stakeholders in early care, health, and education that affect children age zero to five in the State of Iowa. Its purpose is to support a comprehensive, integrated early care, health and education system for Iowa. All activities of the system are aligned around a common vision for Iowa: Every child, beginning at birth, will be healthy and successful.Membership is voluntary and open to anyone self-identifying as a “stakeholder” in Iowa’s early care, health, and education system. The process for membership will be with as few barriers or constraints as possible. Individuals seeking membership should agree to the vision for an early care, health, and education system in Iowa and to the principles and core beliefs of the ECI Stakeholders. The structure of ECI includes six system component groups that describe the necessary elements of an effective and comprehensive early care, health, and education system, as well as a State Agency Liaison group and a Co-chairs group. Membership in each component group is open to anyone with an interest in the unique responsibilities of a implementing an early care, health and education system.

Investigation of Earlham Community School District Employee’s Personal Use of a School Vehicle, July 6, 2012

We received a complaint in late September 2011 that an Earlham School District employee had borrowed a school vehicle for her personal use for one month, with the Superintendent’s permission. The school board had discussed the circumstances of the borrowed district vehicle in closed session. The complainant believed this was contrary to Iowa law and also believed no action had been taken against the school employee who borrowed the vehicle or the superintendent who allowed the personal use of the vehicle. He was aware the school district’s attorney reviewed the matter and determined the employee and superintendent violated no law or district policies. Since the school board discussed the matter only in closed session, it was unknown what, if any, discipline was taken against the employees and whether such actions were condoned by the district. We agreed to investigate to determine if the actions of school officials or employees violated Iowa law and if the response from the school board was appropriate.

Leadership at the upper echelons : three essays

"IT'S THE ECONOMY STUPID", BUT CHARISMA MATTERS TOO: A DUAL PROCESS MODEL OF PRESIDENTIAL ELECTION OUTCOMES. ABSTRACT Because charisma is assumed to be an important determinant of effective leadership, the extent to which a presidential nominee is more charismatic than his opponent should be an important determinant of voter choices. We computed a composite measure of the rhetorical richness of acceptances speeches given by U.S. presidential candidates at their national party convention. We added this marker of charisma to Ray C. Fair's presidential vote-share equation (1978; 2009). We theorized that voters decide using psychological attribution (i.e., due to macroeconomics and incumbency) as well as inferential processes (i.e., due to leader charismatic behavior) when voting. Controlling for the macro-level variables and incumbency in the Fair model, our results indicated that difference between nominees' charisma is a significant determinant of electoral success, particularly in close elections. This extended model significantly improves the precision of the Fair model and correctly predicts 23 out of the last 24 U.S. presidential elections. Paper 2: IT CEO LEADERSHIP, CORPORATE SOCIAL AND FINANCIAL PERFORMANCE. ABSTRACT We investigated whether CEO leadership predicted corporate financial performance (CFP) and corporate social performance (CSP). Using longitudinal data on 258 CEOs from 117 firms across 19 countries and 10 industry sectors, we found that determinants of CEO leadership (i.e., implicit motives) significantly predicted both CFP and CSP. As expected, the most consistent positive predictor was Responsibility Disposition when interacting with n (need for) Power. n Achievement and n Affiliation were generally negatively related or unrelated to outcomes. CSP was positively related to accounting measures of CFP. Our findings suggest that executive leader characteristics have important consequences for corporate level outcomes. Paper 3. PUNISHING THE POWERFUL: ATTRIBUTIONS OF BLAME AND LEADERSHIP ABSTRACT We propose that individuals are more lenient in attributing blame to leaders than to nonleaders. We advance a motivational explanation building on the perspective of punishment and on system justification theory. We conducted two scenario experiments which supported our proposition. In study 1, wrongdoer leader status was negatively related to blame and the perceived seriousness of the wrongdoing. In study 2, controlling for the Big-Five personality factor and individual differences in moral evaluation (i.e., moral foundations), wrongdoer leader status was negatively related with desired severity of punishment, and fair punishments were perceived as more just for non-leaders than for leaders.

Aplicación de una técnica operativa con carácter discriminatorio en los procesos de selección de personal

Existen técnicas clásicas cuya función es seleccionar aquellas personas que son idóneas para un determinado puesto de trabajo. El punto fundamental consiste en adaptar una persona a un perfíl de tareas que esa persona debe desarrollar y al mismo tiempo esa persona debe sentirse parte integrante de la empresa, para conseguirlo, en el presente trabajo expondremos una nueva técnica para la selección de personal ejecutivo y basada en la teoría de los subconjuntos borrosos dentro de las nuevas técnicas operativas de gestión.

La història cultural i l'intel·lectual professional. Una visió personal

The author exposes the main research lines in the history of local culture. He briefly considers the main lines in cultural contemporary history investigation. The author studies the introduction and development of cultural history based on the concept of intellectual professional in Catalan historiography at a moment when economical and social research were preferred by a large part of local historians.

Identidad personal y subjetividad social: educación y constitución subjetiva

La constitución subjetiva en nuestra sociedad contemporánea debe ser abordada dentro de la compleja trama de relaciones intersubjetivas y desde diferentes formulaciones teóricas. La construcción del sujeto involucra la existencia de un "otro", que le da sentido a su existencia y a la constitución/adquisición de identidades sociales/colectivas. Ese proceso se aborda en términos de representaciones sociales, como expresión del sentido común, que se desarrollan en complejos procesos que involucran estabilidad de largo alcance y antinomias -themata- que definen las situaciones de tensión, inherentes y propias, del devenir del sentido común. Se considerarán cuatro procesos psicosociales: 1) La Identidad como producto intersubjetivo. 2) La Representación social como expresión de la identidad. 3) Los themata como constitutivos de la Representación social. 4) La interdependencia simbólica Yo/Otros. Se ilustrará con ejemplos de dos investigaciones, en Ciers-ed y en Universidad de Buenos Aires sobre educación

La història cultural i l'intel·lectual professional. Una visió personal

The author exposes the main research lines in the history of local culture. He briefly considers the main lines in cultural contemporary history investigation. The author studies the introduction and development of cultural history based on the concept of intellectual professional in Catalan historiography at a moment when economical and social research were preferred by a large part of local historians.

La depuración del personal del Museo Arqueológico de Barcelona y del Servicio de Investigaciones Arqueológicas después de la Guerra Civil (1939-1941)

Al finalizar la Guerra Civil española (1936-1939), el personal del Museu d' Arqueologia y de la Secció d'Excavacions i Arqueologia del Servei del Patrimoni Artístic, Historic i Científic (SPAHC) de la suprimida Generalitat de Catalunya fue sometido a depuración por parte del Juzgado Militar Especial de Funcionarios de la Diputación Provincial de Barcelona. La llegada como nuevo director de Martín Almagro Basch, en substitución del exiliado Pere Bosch Gimpera, y el resultado de la reorganización subsiguiente marcaron el desarrollo de la investigación arqueológica en Cataluña hasta finales de la década de 1960.

Instrumental leadership: An extension of the Full-Range Leadership Theory

From a theoretical perspective, an extension to the Full Range leadership Theory (FRLT) seems needed. In this paper, we explain why instrumental leadership--a class of leadership includes leader behaviors focusing on task and strategic aspects that are neither values nor exchange oriented--can fulfill this extension. Instrument leadership is composed of four factors: environmental monitoring, strategy formulation and implementation, path-goal facilitation and outcome monitoring; these aspects of leadership are currently not included in any of the FRLT's nine leadership scales (as measured by the MLQ--Multifactor Leadership Questionnaire). We present results from two empirical studies using very large samples from a wide array of countries (N > 3,000) to examine the factorial, discriminant and criterion-related validity of the instrumental leadership scales. We find support for a four-factor instrumental leadership model, which explains incremental variance in leader outcomes in over and above transactional and transformational leadership.

Leadership Development Opportunities, January 2010

This Guide summarizes some of the many opportunities and experiences available to Iowa youth to enhance their leadership potential and to exercise their leadership abilities. This information was compiled at the request of the Youth Planning Committee for the Governor’s Youth Leadership and Mentoring Conference in 1999 and has continued through the Iowa Collaboration for Youth Development. Although not an exhaustive listing, the Guide provides information on many of the state and national leadership development opportunities for middle and high school youth throughout Iowa. Contact information for each program is provided for those wanting to learn more about the opportunities summarized in the Guide. Recommendations for program additions for future publication of this Guide are welcome.