About the Leiden Certified Public Manager® Program
The Leiden Certified Public Manager® Program comprises 300 hours of structured learning (blended input, applied learning and joint inquiry) and runs over twelve months and starts in June 2019. Academic and practitioner faculty members organize, coordinate and teach the programme. The Leiden Certified Public Manager® Program is organised into five modules. Each module starts with two weeks of pre-work and case preparation working at a distance with specialised content. This is followed by a week-long on-site programme. There is a further two weeks to work online at a distance on the cases and challenges before meeting up again to work with members of your action learning set.
The programme starts in The Hague looking at current and future challenges and their implications for public management and leadership. You will work with other experienced public managers from different parts of Europe, sharing perspectives and developing a deeper understanding of the challenges at stake. This means having tough conversations about the complex issues that lie at its heart; issues like trust, democracy, inclusive society and the very future of public services. You will prepare for the work with your tutor group and identify the Capstone Project you plan to focus upon as you work
through the programme.
You will work on expanding your knowledge, being exposed to European practice in a different context and training your sensitivity to contextual issues. This module is about understanding and connecting the system, the authoritative environment, the key stakeholders and available resources. It is about managing change at multiple levels. The module provides the conceptual frameworks for both inter-institutional and intra-institutional transformation and helps to build a broader understanding of what public value means in concrete terms. You will ground the implications and application of what you are learning by taking action at work and reflecting on this action and the first results of your Capstone Project within your tutor group.
The focus shifts from the outer to the inner as in this module we focus on an agenda for change, and the personal dimension of leadership, values, and diversity. Communication is critical to purposeful and inclusive leadership. A public service focus helps you to connect with citizens and societal stakeholders. Reflecting on yourself and your own practice is a powerful and important part of your management development and leadership learning. By now you will be making significant progress on your Capstone Project and developing a fuller, more nuanced understanding of the opportunities for sustainable change and adding value.
This module is about putting new approaches to public service management and change leadership in action. We examine how collective leadership can influence and affect the future of public leadership. You will be exposed to a real-life case of innovative governance and reflect on best practices of leading change in a complex context. You will experience how to make the best use of resources (finance, personnel) in a networked environment. You will further develop your management skills and focus on the challenges on getting to results, by managing work and leading people.
We bring the programme and the learning full circle by returning to The Hague to reflect upon the impact the programme has had on your leadership, organisational priorities, and public management challenges. You will present your Capstone Project and share how core leadership challenges are experienced and dealt with in local contexts, thereby building a better understanding of the impact of change and the effects of leadership. Sponsors and other stakeholders are invited to attend your Capstone Presentation and to share their perspectives. The added value of the CPM Program for your perspective organisation and societal challenges at large is evaluated.
Input: leading edge public management and leadership research and content is made available online. Participants prepare cases in advance, developing a draft paper and preparing themselves to engage with the case-in-context.
Interaction and inquiry: time during residential weeks is devoted to reflection, connection, exploration, and dialogue. Cases provide a framework for studying public leadership-in-action.
Impact: reflection, learning, and application are structured through regular Action Learning set meetings during and between residentials and is focused on real-time problems.
The approach in the casework is based on our learning model for public management development and leadership learning, which is built as a combination of four main areas of capacity, being:
- Cognitive capacity, incorporating knowledge and insight to facilitate leaders to understand;
- Relational capacity, including social skills and leadership capacity to connect and to build teams within the own organisation and with external partners and organisations;
- Intervention capacity, to be able to act in an effective and ethical manner as a leader;
- Cross-boundary capacity, to be able to act with impact in an inclusive, integrative and hence more significant way.