Leadership development in human services: Variations in agency training, organizational investment, participant satisfaction, and succession planning

ABSTRACT

The need for agency investment in leadership development is acute, given rising organizational complexity and anticipated management retirements. Using a multiple case study, multiple methods design, this article compares qualitative findings on the varying approaches to leadership development, organizational context, training outcomes, and succession planning in two children’s mental health agencies in Ontario, Canada. Key findings are highlighted: formal training and informal learning opportunities; extent of organizational investment, internal and external agency pressures; mixed outcomes regarding participant satisfaction, learning, and practice application; and lack of agency/sector succession planning. Conceptual and practical implications for agency leaders and future researchers are highlighted.

KEYWORDS:

• Leadership development and training
• succession planning
• human service organizations

Acknowledgments

I would like to thank Dr. Eli Teram, Dr. Wes Shera, Dr. Lamine Diallo, and Dr. Nancy Freymond for their support and guidance during the dissertation research study. I would also like to thank Dr. Teram and the reviewers for their helpful feedback and suggested revisions to the draft manuscript. Lastly, I would like to thank the directors and supervisors who participated in this study, for sharing their considerable knowledge and experience with us.

Notes

^* Vito, R. (2017). The impact of service system transformation on human service agencies: Competing ministry directives and strategic innovative leadership adaptations. Human Service Organizations: Management, Leadership & Governance. Accepted for publication by Taylor & Francis LLC (http://www.tandfonline.com).