Goal Achievement
Part 1
Organizational research has various major outcomes. This includes the establishment of the leadership and management techniques that are affiliated with the successful attaining of the ambitious goals by the government executives (Kelman & Myers, 2011). This can be achieved through comparing the Bush administration and the Clinton administration that was identified to be successful in achieving the ambitious goals with various control groups of the ones identified to have tried but failed to succeed. This will require 77 hours for the unsuccessful leaders and 66 hours for successful ones. Another outcome is the reflection of public management tradition interest in executives that seek to enhance public value delivery for the organization essentially. This is through addressing the extent to which people who achieve the ambitious goals successfully use techniques that seem similar to the ones for the stewardship of a successful organization. This necessitates 50-85 for successful leaders and 60-90 for controls. Furthermore, determining the systematic methods that are usually used by successful government executives and the challenges they incur. This process requires less than 66 hours.
Part 2
The findings indicated that there was significant evidence noting that becoming successful in achieving the ambitious goals by the government executives is not through luck or the skills one is born with but rather the effective techniques adopted. Most of the leadership and management techniques which are within the control of the executive, as well as the ones that appear “learnable” eminently, differentiated the successful leaders and controls (Kelman & Myers, 2011). In the second findings, small unsuccessful leaders group (distinguished from the control group) seem to have utilized the techniques “specifically for managing change” frequently similar to the successful leaders. Such techniques fail to differentiate successful people from the failures. Even though there was an argument stating that engaging the political environment can be essential in the process of instituting changes, most of the failures utilized their time in doing so, but the success could not be seen. Finally, despite the argument that political appointees can help achieve changes, they are less likely to produce a good performance. The results indicate that most of the successful leaders usually come from less politicized agencies. The difference between failure and successful people in a matter of the techniques adopted, “general good management,” which includes few goals, strategic planning, and performance measures are ideal for differentiating the two.
Part 3
Such research findings relate to the assignment of Part 1. Leaders don’t become leaders by title; leaders are those who others have chosen to follow. People will follow a leader when the said person a) creates a sense of purpose that people relate to b) cares for the people involved in this mission and not just about themselves and c) is deeply vested in the outcome of the mission personally. Every organization has leadership goals for their leaders which are based on what the particular organization’s mission, values, and business goals. Every leader than has to align with these goals. Development goals for each leader are different. Based on the feedback that you receive, there could be certain competencies that you may have an opportunity to develop. Lack of these competencies may become career derailers for you. Therefore these can be taken up by you as your development goals. Individual employee development goals are different than organization goals. But to achieve the organization’s goals or to achieve success in your life, each employee will have to develop certain skills and competencies based on their current competency level.
Reference
Kelman, S., & Myers, J. (2011). Successfully achieving ambitious goals in government: An empirical analysis. The American Review of Public Administration, 41(3), 235-262.