| State | What Core Competencies are Important for Leaders in your Organization? | What More Could Your Agency Do? | Is There Anything Specific that your Agency is Doing to Prepare Women to be Appointed to Leadership/ Management Positions? | Is There Anything Else About your Agency's Leadership Training Program? | What Could be Done to Improve the Preparation of your Employees for Higher Positions in Management in your Agency? | Does your Agency do Anything Else? | Identity |
| AK | Analytical thinkers, visionary planners, registered professionals, leadership | Provide cross training and mentoring opportunities; also opportunities to act in leadership roles. | | | More training courses; perhaps a job mentoring or shadowing program. | | |
| AL | | | | | | | greenr@dot.state.al.us |
| AR | Ability to make a decision, works well with others, diplomatic. | More leadership/ management training. | Providing equal opportunities to develop employees. | | Effective succession management program and adequate funding. | | crystal.cole@arkansashighways.com |
| AZ | We have a leadership matrix with competencies at each level. | Pay for performance (statutory limitations). | Succession planning. | WASHTO completed a similar survey on leadership training in 2003 and will share results. | Match competence to skill. List positions that would come open in 5-10 years. | Our maintenance leadership program is a separate program for development of maintenance supervisors and superintendents. | lshelton@azdot.gov |
| CA | Change leadership; strategic thinking; communication; team building and motivation; self-awareness; personal growth. | Rotational assignments; training and development assignments; special assignments/ projects; executive, leadership, management, and supervisory training. | The department follows the state of California's civil service objective of equal employment opportunity. | | | | |
| CT | | | | | | | Vicki.Arpin@po.state.ct.us |
| DC | | | | | | | rosalind.inge@dc.gov Rosalind Inge |
| FL | Florida DOT senior leaders identified five core competencies executives and managers must possess to lead today's FDOT.
1. Leading People
- Teambuilding, cultural awareness, integrity, honesty, conflict skills
2. Leading Change
- Ability to communicate | Secure funding and then take advantage of some of the executive development programs offered, such as the Kennedy School of Business and others. | We do not have separate leadership development programs for women. However, we do ensure that women are proportionally represented in all of our training and development programs. | We currently conduct the Supervisor's Academy, the Leadership Academy, and the Graduate Leadership Academy. All are connected and designed to be progressive. While covering successively higher degrees of leadership development, each reviews the critical s | Identify leadership performance gaps early and use individual development counseling/ coaching and training to eliminate these performance gaps. | | Brenda.Grice@dot.state.fl.us |
| GA | Problem solving, respects dignity of others, collaborative and team player, organizational commitment, decisiveness. | Systematic succession planning. | Identifying and nurturing talent. | | Develop a systematic program like 7 Habits, through several defined developmental stages that build on these concepts and add others, such as strategic management, and move to more purely leadership models and behaviors coupled with the specific leadershi | | monica.ivey@dot.state.ga.us Monica Ivey |
| HI | Highway Program Administration - state and federal-aid programs; personnel management; public policy administration; fiscal management; public relations/ public speaking; media relations; networking with business, political, and bureaucratic stakeholders; | Improve pay, encourage mentor/ protégé links for succession planning, modernize the basic organizational structure to include manageable spans of control (I now have 16 direct reports, 12 of which are senior managers). Provide more opportunities for leade | No. | | Formal succession program with bargaining unit agreements. | A senior manager shadow program for mid-level managers; subsidize employees' independent efforts to acquire leadership and management skills: i.e. college courses, AASHTO workshops, ASCE seminars, etc | Thomas.Jackson@hawaii.gov |
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