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TitleCorporate Culture as the Driver of Transit Leadership Practices,
ShortDescriptionThis study identifies innovative approaches in agencies using corporate culture as the analytical framework driving agency practices, techniques, and strategies for recruiting and retaining transit leadership. A combination of a literature review, survey of transit agencies, and case study development was used to create the framework.
LongDescriptionThe synthesis covers how corporate culture affects the hiring, development, evaluation, and retention of the top management team. It augments and complements studies on other segments of the employee base. The synthesis provides descriptions of workplace culture and values, including: communications and imaging, team orientation, labor relations/cooperation, adaptability, change management, innovation, barriers and driving forces to change and development, customer and community focus, stakeholders, and relationships between the leadership team and governing board. Case studies describing lessons learned in hiring, developing, evaluating, and retaining leadership teams have been summarized. The case studies, selected from those agencies that responded to the survey, cover a number of topics including how agencies have aligned the responsibilities of their senior staff with the organizational mission and vision in areas such as recruitment, compensation, professional development, and succession planning. Each case study describes challenges the agency faced and addressed in ways that should be beneficial to peers in the industry.
SourceAuthorDavis, M.J.
ReferenceTCRP Synthesis 47
OrganizationTransit Cooperative Research Program
ContactAddressWashington, DC

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