Course Objectives

• Deepening modern concepts of managerial leadership in the government sector and identifying performance of government agencies and institutions.
• Enabling participants to acquire the skills to attract leadership and managerial competencies within the Working Group.
• Empowering participants to implement the methods of supervision on managers and employees at lower job levels and guide, motivate them and  develop their performance.
• Familiarizing them to expertise, and practical experiences, contemporary management trends and successful models.

Who Should Attend?

• Deputy Ministers and their assistants, general managers and deputies, directors of various government sectors, directors of public and mixed institutions, managers of departments of human Resources, planning, control, finance, procurement, stores, tenders, and legislation, technical sectors, administrative, advisory, and assistance units. The Managers of quality, organization and development sectors, personnel who are prepared to take up the aforementioned positions, and those who are desirous to develop their leadership and  managerial skills.

Course Schedule

Rehabilitation of government and local leadership

• The reality of the managerial leader and the means to develop them.
• Strategies and programs for preparing and developing government leaders and the extent to which they are keeping abreast of modern managerial developments.
• Challenges of preparing and developing of government leadership representing governments at home and abroad.
• Methods of measuring and evaluating the performance of managerial leadership at lower levels of the institution.
• Methodologies for exploring management leadership and programs for the development of these.
• Assessing the role of training institutions and their programs for preparing administrative leadership and equipping them with the necessary capacities.

Polarization and succession of administrative leaders

• Techniques for attracting outstanding competencies from managerial leadership and prospects for its development.
• Current methods and criteria for the selection of managerial leaders and their impact on the efficiency of governmental organizations, institutional excellence and ways to develop these            .
• Strategies for plans and programs for building and succession of managerial leadership in government agencies and ways to develop them.
• The role of senior management in government agencies in managing the succession and success of managerial leadership.

Challenges of government and managerial leadership

• Challenges faced by administrative leaders in dealing with modern technology and its extent of keeping pace with it.
• Dealing with media and social media.
• Building a public relations team between performance and effectiveness.
• Strategy of communication for different audiences.
• Challenges encountered by women’s government administrative leadership.
• The challenges of investing human capital in government agencies.
• Achieving integration of the strategic and operational management leadership role.
• The extent to which management leadership in local sectors is able to achieve sustainable and balanced development.
• Leading and managing performance and challenges of achieving creativity, effectiveness, efficiency and high productivity.

Skills required for managerial leadership in government and local institutions

• The skill of planning and organization of work.
• The skill of building and forming work team and distributing roles and tasks.
• The skills of empowerment, delegation and the second-chair leadership industry.
• The skills of Motivation and building the institutional loyalty.
• The skills of problems solving and decision making.

Contemporary management trends and successful experiences

• Localizing of the concept and methods of leadership in the local environment.
• The role of managerial leadership in government agencies in promoting a culture of excellence and making change and building educated government organizations.
• Employing modern managerial leadership techniques and theories in government agencies.
• Identifying the model of civil service systems and regulations (job descriptions, training, selection, appointment, measurement, incentives, promotions, succession,…) related to managerial leadership and its functions and ways to develop such systems.
• The powers given to government administrative leadership and the extent of their suitability.
• Successful local, regional and global experiences in the preparation, attraction, development, evaluation and succession of government administrative leadership.
• Permanent and contractual employment formulas for senior management in government agencies and their impact on performance
• Comparing civil service systems in some States with civil service systems in other developed countries in    aspects related to managerial leadership and identifying ways to develop them.