정성적 관점에서 과학기술분야 정부출연연구기관의 논문 성과 변화 분석: SCIE 논문을 중심으로

Abstract

PROBLEM STATEMENT Organizations face growing challenges of increasing the capabilities of their leaders with less time and financial resources (Bennis & Nanus, 1997; Dotlich & Cairo, 2002). In addition, leaders require new and a wider array of skills and competencies in the 21st century (Marquardt & Berger, 2001; Kouzes & Posner, 2007). Government agencies, like corporate companies, need managers to produce efficient, cost-effective business results while effectively maximizing the talents of the public workforce. However, many studies such as those by Bordia and Cheesebrough (2002) note weak management in the federal workplace. Employees and citizens complain about the government's inability to communicate clearly and openly, to resolve problems, and lead effectively (Friel, 2002). Most leadership development programs, whether corporate or academic, are ineffective and expensive (Pfeffer & Fong, 2002). Mintzberg and Gosling (2002) opine that contemporary business education focuses on the function of business more than the practice of managing (p. 28). As a result, organizations are beginning to look at new, less traditional ways for training their managers. More and more companies around the world are turning to action learning as the most effective and powerful tool to develop their leaders (Keys, 1994; McNulty & Canty, 1995; Inglis, 1994, Pedler, 1996; Dotlich & Noel, 1998; York, O'Neil, & Marsick, 1999, Marquardt, 1997a, 2001, 2004; LaRue, Childs & Larson, 2005). However, except for Hii & Marquardt (2000), most of the research on action learning and leadership is anecdotal and focuses on advocacy rather than evidence. In 2001, the National Agricultural Statistics Service (NASS) of the U.S. Department of Agriculture (USDA) indicated an interest in utilizing action learning as a tool to improve its existing leadership programs. One of the authors was employed there as an internal consultant and the other author was hired as an external consultant with extensive experience in implementing action learning leadership programs with public and private organizations around the world. They worked together to develop specific leadership skills of middle managers through the application of action learning methodology. THE SITE NASS is a decentralized agency of USDA employing approximately 1100 full time Federal employees. NASS maintains a headquarters' staff in Washington, DC and forty-six field offices located in nearly every US state. The Agency conducts hundreds of surveys every year and prepares statistical reports covering virtually every aspect of U.S. agriculture. This case study focuses on USDA NASS because it is a critical USDA Agency at a pivotal time of change in leadership development strategies. Additionally, the authors had access to the agency and the data, which are vital to conducting the case study. THEORETICAL FRAMEWORK The theoretical framework of this case utilizes the constructs of leadership development and action learning. Leadership Development More recent theories of leadership emphasize the need for managers to lead in an era of white water change (Vail, 1998), to handle complex adaptive systems (Mathews, White, & Long, 2000), and work in chaos (Wheatley, 1992). Vail (1991) points out the need for today's managers to have both a high level of action and reflection. Pfeffer and Fong (2002) note that the most important skills of leaders include interpersonal and communication skills as well as the ability to solve problems and take action. The workplace needs transformative leaders who, according to Sashkin and Sashkin (2003), possess four transformative leadership behaviors: (a) communications skills, (b) reliability and integrity, (c) response and concern for others, and (d) the ability to create opportunities and learn from failure. Bennis and Nanus (2007) identify four areas for leadership competency: attention through vision, meaning through communication, trust through positioning, and deployment of self through positive self-regard. …