Building Self-Leaders

About the Book

Traditionally, leadership development programs in the federal 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 the federal service, creating a gap in the leadership ranks. In designing a model self-leadership training program, Dr. Hardy surveyed 429 public managers using a questionnaire that measured self-leadership skill. Dr. Hardy found that a limited number of federal government agencies were building self-influence constructs into their succession plans and competency models. However, survey results indicated that self-leadership was being practiced by public-sector managers. Even though it is based on research, the self-leadership training model is a practical approach for introducing employees to a concept and set of strategies that can lead to improved performance and organizational results. Managers and supervisors alike would benefit greatly from this training tool and are encouraged to consider it within their strategic planning efforts.

About the Author

Karen Hardy holds a doctorate in Organizational Leadership. She is fast becoming an expert on the topic of self-leadership in the public sector. Dr. Hardy enjoys public speaking. She currently resides in Upper Marlboro, Maryland and has one son, Marcus.