Events

Leadership and Strategy Series

The series aims to explore and consider new and existing leadership beliefs and approaches, to enable the Public Service to address the governance and policy challenges ahead. It will promote wider sharing of leadership experiences and the tacit leadership knowledge amongst public sector leaders, and also pave the way for new insights on fresh approaches needed for leadership. This will pave the way for us to better distill, articulate and codify our key leadership principles, practices and lessons.

Performance and Talent Management: Insights for Tomorrow’s Workplace
Professor Francis Flynn
26 August 2009
Professor Francis Flynn is a winner of multiple teaching awards and focuses his teachings on leadership issues particularly how young managers can learn to navigate complex political environments and build interpersonal influence. He has worked for the Department of Commerce in the International Trade Administration, the Institute for Business and Economic Development, and the Institute for Urban and Regional Development.

Prof Flynn has also provided executive education for various companies, including Cisco, Johnson & Johnson, Standard & Poor’s, Ixis Financial, and M&T Bank, training that focuses on improving employee decision making and interpersonal leadership skills. Professor Flynn’s research investigates issues of employee cooperation, diversity in work groups, and leadership in organisations. His recent work considers how employees can develop healthy patterns of cooperation and whether the influence of gender stereotypes on workplace dynamics can be mitigated. His scholarly articles appear in more than a dozen publications that span the fields of management and social psychology.

Professor Flynn currently sits on the editorial boards of Administrative Science Quarterly and Academy of Management Journal and he is a member of the Academy of Management and the American Psychological Association.

Lecture Notes

New Governance and Public Administration—A Dynamic Synthesis
Jocelyne Bourgon
30 June 2009
Notes from Mme Jocelyne Bourgon's Lecture

Strategic Thinking and Decision-Making
Professor Michael Useem
25 June 2009
Michael Useem is William and Jacalyn Egan Professor of Management and Director of the Center for Leadership and Change Management at the Wharton School, University of Pennsylvania.

Professor Useem has completed several studies of corporate organisation, ownership, governance, restructuring, and leadership. He is author of The Go Point: When It’s Time to Decide (Crown Business/Random House, 2006); the co-author and co-editor of Upward Bound: Nine Original Accounts of How Business Leaders Reached Their Summits (Crown Business/Random House, 2003); the author of Leading Up: How to Lead Your Boss So You Both Win (Crown Business/Random House, 2001), The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All (Random House, 1998), Investor Capitalism: How Money Managers Are Changing the Face of Corporate America (HarperCollins, 1996) and Executive Defense: Shareholder Power and Corporate Reorganization (Harvard University Press, 1993); co-author of Change at Work (Oxford University Press, 1997) and Turbulence in the American Workplace (Oxford University Press, 1991); co-editor of Transforming Organizations (Oxford University Press, 1992); co-author of Educating Managers (Jossey-Bass, 1986); and author of The Inner Circle: Large Corporations and the Rise of Business Political Activity in the U.S. and U.K. (Oxford University Press, 1984).

Prof Useem has presented programmes and seminars on leadership and change with many organisations, such as Accenture, Coca-Cola, Federal Executive Institute, Hewlett-Packard, IBM, ICICI Bank (India), Nokia, Petrobras (Brazil), Securities Association of China, Singapore General Hospital, the U.S. Department of Justice and the World Economic Forum.

He has also consulted on governance with Fannie Mae, HealthSouth, Tyco International, and other companies; and on organisational development and change with the U.S. Agency for International Development, U.N. Food and Agriculture Organization, Organization of American States, and other agencies in Latin America, Asia, and Africa.

Prof Useem’s university teaching includes MBA and executive-MBA courses on leadership and change management, and he offers programmes on leadership, teamwork, governance, and decision making for managers in the U.S., Asia, Europe, and Latin America. He also edits the monthly electronic bulletin, Wharton Leadership Digest. He holds a B.S. from the University of Michigan and a M.A. and Ph.D. from Harvard University.

Lecture Notes

Trends in Talent Management, Retention and Leadership Development
Dr Michael McGrath
1 June 2007
Dr Michael McGrath is an Adjunct Faculty member in Executive Education at the University of Michigan Graduate School of Business with over 25 years of experience in executive and organisational development. He will conduct an exclusive closed-door Roundtable, focusing on talent management, retention and leadership development within the Public Sector.

Transformation Leadership: Australia's Networked Government Experience
Dr Peter Shergold
30 April 2007
Dr Peter Shergold has been Secretary of the Department of the Prime Minister and Cabinet (PM&C) in Australia since February 2003. This position is similar to that of the Head of Civil Service in Singapore. Under Dr Shergold's leadership, the Australian Public Service (APS) has built up its capacity to deal with complex, cross-cutting issues. The PM&C has reoriented itself into an effective taskforce to coordinate key projects with other Departments, promote innovative policy solutions, and ensure effective service delivery. Some of PM&C's recent projects include the review of Australia's energy policy, access to water, emissions trading, and counter-terrorism. PM&C has also taken on the role of monitoring policy delivery across government agencies.

Symposium Slide
Lecture Notes