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NCJRS Abstract

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NCJ Number: 227957 Find in a Library
Title: Oklahoma DOC Grooms Future Leaders
Journal: Corrections Today  Volume:71  Issue:3  Dated:June 2009  Pages:25-27
Author(s): Lenora Jordan; Pam Ferguson
Date Published: June 2009
Page Count: 3
Publisher: http://www.aca.org 
Type: Program/Project Description
Format: Article
Language: English
Country: United States of America
Annotation: This article describes the Oklahoma Department of Corrections Correctional Leadership Development (CLD) program, which offers employees a progressive curriculum, beginning at the pre-supervisory level through upper-level and executive-level development.
Abstract: The eleven courses of the curriculum are briefly described. Four courses focus on various aspects of leadership development for new first-line supervisors and those in a supervisory role for 2 or more years. One course addresses 12 specific competency areas that contribute to leadership effectiveness, and another course focuses on preparation for upper management positions. A course enables participants to examine their personal leadership performance and self-concept using data from immediate supervisors and peers to compare with their self-perceptions. Participants also complete the Fundamental Interpersonal Relations Orientation-Behavior instrument, which provides insights into how an individual’s need for inclusion, control, and affection can shape their interactions with others. A course focuses on the development of “emotional intelligence.” This course enables participants to manage their emotions in positive and constructive ways, engage others, and recognize their own emotional state and the emotional states of others. In addition, a course provides instruction in conducting organization reviews of units or processes so as to improve quality and/or efficiency, as well as how to charter process action teams to examine specific problems or issues. Other courses pertain to mentor development, management development for the future, and how to impact positive change in an organization’s culture. Working with the agency’s Evaluation and Analysis Unit, the CLD program has been continually evaluated and improved. The most recent impact analysis indicates that a significant number of CLD program participants have been promoted to leadership positions within the agency.
Main Term(s): Correctional staff development
Index Term(s): Curriculum; Leadership; Oklahoma
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=249969

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