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The world of the public manager and the leader is evolving at a speed that baffles and challenges.
To take our communities confidently into the future, public leaders and executives must adopt a proactive approach to change both inside the public organization and outside in the community. They must invest the time and resources required for themselves and their leadership team to create and maintain a continuously improving, learning organization.
Program Materials
This is the core program from the Weldon Cooper Center for Public Service at the University of Virginia. Those that have been selected to participate in this experience will want to review the following materials.
MBTI Information:
 Myers Briggs Type Indicator Handbook
MBTI and Team Management Systems
Pre-Reading:
Why Executive Development Programs (Alone) Don't Change Organizations - Pickering
Building High Performance Organizations for the 21st Century - Pickering
LEAD Modules:
 Module 1 - Introduction and Overview to HPO Change Module
Module 2 - Evolution of the Nature of Work
Module 3 - Leadership Functions
Module 4 - Leadership Philosophy
Module 5 - Leadership Form
Module 6 - Where Work Needs to be Done in Organizations
Other Reading:
 Thoughts about the Future - Pickering
High Performance Government - Nalbandian
Leading Strategic Change - Horniman
Managers vs. Leaders - Colvard
Diagnostic Change Model - Graphic
Driving High Performance in Government: Maximizing the Value of Public-Sector Shared Services
HPO for 21st Century - Gardner
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