Centre for Professional Learning
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 September 2017. Academic and practitioner faculty members organize, coordinate and teach the programme. The Leiden Certified Public Manager® Program is organised into five eight-week 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.
- Module 1 - The Challenges
- Module 2 - The System
- Module 3 -The Person
- Module 4 - The Action
- Module 5 - The Impact
- The DNA of the CPM approach to learning
MODULE 1 - THE CHALLENGES: The Hague / 18 - 22 SEP 2017
The programme starts in The Hague looking at current and future challenges and their implications for public management and leadership. After two weeks pre-work for the first case-challenge you will be well prepared. You will work with other experienced public managers from different parts of Europe, sharing perspectives, and developing deeper understanding of the challenges at stake. This means having tough conversations about the messy complex issues that lie at its heart; issues like trust, democracy, inclusive society and the very future of public services. Before you leave the residential module you will prepare for the work with your action learning set and identify the real work problems you plan to tackle as you work through the programme (capstone project).
MODULE 2 - THE SYSTEM: Kaunas/Lithuania - 20 - 24 NOV 2017
You will work on expanding your knowledge, being exposed to European practice in different contexts and training your sensitivity to contextual issues. This second 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 with other members of your action learning set.
MODULE 3 - THE PERSON: The Hague, Brussels / 15 - 19 JAN 2018
Reflecting on yourself and your own practice is a powerful and important part of your management development and leadership learning. The focus shifts from the outer to the inner as in this module we focus on the person, and the personal dimension in relation to change, values and diversity. Action is important but reflection is critical to purposeful and inclusive leadership, and the moral dimension of leadership. By now you will be making significant progress on your leadership projects and developing fuller, more nuanced understanding of the opportunities for sustainable change.
MODULE 4 - THE ACTION: Manchester/UK 19 - 23 MARCH 2018
This module is about putting new approaches to public service management and change leadership in action. We examine how collective leadership can influence and effect the future of public leadership. You will experiment with real-life cases of innovations in 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 in the challenges on getting to results, by managing work and leading people.
MODULE 5 - THE IMPACT: The Hague / 2 - 6 JULY 2018
We bring the programme and the learning full circle by returning to The Hague to reflect upon the impact the programme has had on organisational priorities and public management challenges. Participants share the results of their own inquiry into how challenges are experienced and tackled in local contexts, thereby building a better understanding of the importance of context, and of the impact of change leadership. Sponsors and other stakeholders are invited to join and to share their perspectives on the insights of the participants and the experience they have brought to their respective organisations.
Input: leading edge public management and leadership research and content is made available on line. 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 the framework for studying public leadership-in-action.
Impact: reflection, learning and application is structured through regular Action Learning set meetings during and between residentials and is focused on real time problems.
The approach in the case work 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.