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2012
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Leadership: Selected Resources for Criminal Justice Professionals
National Institute of Corrections Information Center (Aurora, CO).
“Correctional leaders today, perhaps now more than ever, must focus on their own leader development, the development of their followers, and exhibit positive leadership behavior by making sound decisions and problem solving effectively. We believe that this annotated leadership bibliography will assist the field of corrections, particularly supervisors, managers, senior level leaders, and executives, in their journey to create learning organizations for the future” (p. 2). Entries are organized ... Read More
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46 pages
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2012
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Achieving Performance Excellence: The Influence of Leadership on Organizational Performance
By Cebula, Nancy; Craig, Elizabeth; Eggers, John; Fajardo, Marge Douville; Gray, James; Lantz, Theresa.
National Institute of Corrections (Washington, DC).
People in Charge LLC (Boulder, CO); National Institute of Corrections (Washington, DC).
“Leadership is a very important component of higher performing organizations. This book presents a breadth and depth of information about leading others and describes what leaders need to excel at and what up-and-coming leaders need to know as they prepare themselves for leadership positions. Taking a balanced approach to leadership allows correctional leaders to influence different people and diverse stakeholder groups in differing situations. Good leaders know when they need to manage rather t... Read More
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100 pages
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2011
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Can Remote Leadership Skills Be Learnt?
By Cune, Sven; Fogelberg, Fredrik.
Nordic International Business Psychology (IBP) (The Netherlands).
“More and more, virtual teams are part of our daily lives. For many, spending all working hours as part of a collocated team is a thing of the past. Although working virtually is considered important, it is still seen as second best to the ‘real thing’, working together face to face. In this article we explain why virtual teamwork should be seen for its own merits and is much more than the second best alternative to working together in the same place. Also, we take a close look at what it takes ... Read More
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6 pages
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2011
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Leading Remote Teams Is Virtually the Same
By Walsh, Maggie.
Forum.
“The success of today’s leaders depends on their ability to lead both co-located [aka proximal] and remotely located teams and individuals. Leaders must establish effective working relationships with and among team members, communicate all aspects of the business and the work, build innovation and creativity, and drive performance and results, whether the team is co-located or distant, and sometimes with little or no face-to-face contact between individuals or the team as a whole … Success is p... Read More
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10 pages
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2011
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Jail Leadership and Succession Planning Resource Center
U.S. Bureau of Justice Assistance (Washington, DC).
Jail Leadership and Succession Planning Resource Center.
“The goal of the project is to produce ‘user-friendly products which will not only increase knowledge, but give agencies data and tools so they can develop their individual plans to transition mid-managers to leadership. State-of-the-art technology, participation of subject matter experts [and] involvement of national partners’ has been mobilized to ensure the goal of the project is accomplished.” Points of access on this website include: jail leadership; jail mentoring; core competencies; reso... Read More
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2011
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Identifying Core Competencies and Required Knowledge, Skills, and Abilities (KSAs) for Jail Leaders: Methods and Outcomes
By Stinchcomb, Jeanne B.; Smith, Cindy J.; McCampbell, Susan W.; Mancini, Christina.
U.S. Bureau of Justice Assistance (Washington, DC).
National Jail Succession Planning and Leadership Development Project; Center for Innovative Public Policies, Inc. (Naples, FL).
The process by which it was determined what knowledge, skills, and abilities jail leaders should have in order to be successful at their jobs is explained. Those 22 identified competencies are described in detail. Sections of this report include: introduction; overview of the literature review; Advisory Committee deliberations; subsequent refinements; focus group sessions at national conferences; drilling-down to the KSAs; methods; outcomes for the core competencies and related charts; and summa... Read More
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59 pages
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2011
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National Jail Leadership Command Academy (NJLCA)
National Jail Leadership Command Academy (NJLCA).
This website provides information about the National Jail Leadership Command Academy (NJLCA). Points of access include: class information; resource links; past graduates; Advisory Committee; curriculum topics; and tuition information.... Read More
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2011
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APEX: Building the Model and Beginning the Journey
By Cebula, Nancy; Lantz, Theresa; Ward, Tom.
National Institute of Corrections (Washington, DC).
People in Charge LLC (Boulder, CO); National Institute of Corrections (Washington, DC).
“Through extensive research and analysis, the National Institute of Corrections (NIC) is offering the field of corrections a comprehensive business model entitled the APEX (Achieving Performance Excellence) Initiative. The APEX Initiative is an agency-driven systems approach to building capacity for higher organizational performance, best practices, data-driven decisionmaking using multiple self-assessment tools, and a Guidebook series with strategies, interventions, and pathways. The APEX Publi... Read More
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56 pages
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2010
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Evidence-Based Practice Skills Assessment for Criminal Justice Organizations, Version 1.0
By Ameen, Christine A.; Loeffler-Cobia, Jennifer.
National Institute of Corrections (Washington, DC).
National Institute of Corrections (Washington, DC); Crime and Justice Institute (CJI) (Boston, MA).
“The Evidence-based Practice Skills Assessment (EBPSA) is a self-report measurement tool designed to gauge the extent to which correctional staff demonstrate the skills necessary to successfully implement Evidence-based Practices (EBP)” (p. 5). The EBPSA guide summarizes how using the EBPSA can enhance an organization’s ability to become a more effective evidence-based organization. A brief overview describes the development of the EBPSA. Additional sections address reliability analysis, scoring... Read More
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56 pages
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2010
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Putting the Pieces Together: Practical Strategies for Implementing Evidence-Based Practices
By Clawson, Elyse; Guevara, Meghan.
National Institute of Corrections. Community Corrections Division (Washington, DC).
Crime and Justice Institute (CJI) (Boston, MA); National Institute of Corrections (Washington, DC).
Those new to the implementation of evidence-based practices (EBPs) will find this publication to be a great guide to the process. This manual is designed to be used “both as a checklist of key management concepts and as a reminder of important organizational issues that need to be addressed to achieve positive public safety outcomes in an evidence-based environment” (p. vii). There are six chapters contained in this publication: creating evidence-based community corrections systems; getting star... Read More
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96 pages
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2009
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How to Manage Virtual Teams
By Siebdrat, Frank; Hoegl, Martin; Ernst, Holger.
This article is a great resource for managers and leaders of geographically dispersed teams. It explains how to maximize the performance of virtual collaborative projects. Sections comprising this article include: findings on what managers need to know about virtual teams; the bright and dark sides of dispersion; the pros (opportunities) and cons (liabilities) of dispersion; the importance of task-related processes; performance of dispersed and co-located teams; effectiveness and efficiency link... Read More
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8 pages
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2009
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Change Management for Survival: Becoming an Adaptive Leader
By Lowder, B.M..
"This paper evaluates change management as an imperative for success for the individual leader and his or her organization" (p. 1). Sections following an abstract include: introduction; dimensions of change; the adaptive leader's paradigmatic framework -- the Adaptive Leadership Model, paradigmatic perspectives, and a multi-dimensional adaptive approach; dimensions of the four types of organizational change -- processual, functional, cultural, and power; and summary.... Read More
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19 p.
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2009
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The Best Leadership Model for Organizational Change Management: Transformational Verses Servant Leadership
By Lowder, Tim M..
Those "differing attributes [of transformational and servant leadership] are analyzed in this paper to determine which model promises to be more effective in implementing organizational change management" (p. 2). In addition to an abstract, this document contains the following sections: introduction; evolution of leadership theory; contemporary leadership models; transformational and servant leadership; and conclusion. It appears that transformational leadership is best suited for a dynamic env... Read More
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26 p.
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2009
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Managing for Engagement--Communication, Connection, and Courage
U.S. Merit Systems Protection Board (Washington, DC).
“This report focuses on how leaders can drive employee engagement and increase high performance through hands-on performance management” (p. enclosure). This report contains the following sections: executive summary; employee engagement and high performance; engagement driver one—pride in one’s work and workplace; engagement driver two—satisfaction with leadership; engagement driver three—opportunity to perform well at work; engagement driver four—positive work environment; engagement driver fiv... Read More
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106 p.
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2008
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Large Jail Network Meeting, September 24-26, 2008, Aurora, Colorado
National Institute of Corrections. Jails Division (Washington, DC).
Topics discussed include: strategies for the promotion of staff to jail management positions; faith-based programs in the correctional environment—whether the pros outweigh the cons and programming; emerging technologies—radio interoperability, biometrics, global positioning system (GPS), radio frequency identification (RFID), detection, telemedicine, information sharing, and mapping; proactive discipline—maintaining organizational effectiveness and how to get people to perform for you; and an o... Read More
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67 p.
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2007
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The Mindful Supervisor: Cognitive Principles in Staff Supervision
National Institute of Corrections Academy. Western Regional Field Coordinators (N.P.).
A PowerPoint presentation for first time correctional supervisors is provided. Sections of this course are: qualities and skill building for supervisors (personal position statement and the cognitive/behavioral model); values dissonance -- personal visa and organizational context; effective communication; making decisions and creating solutions; valuing differences; encouraging performance; team building; and Supervisory Development Plan.... Read More
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127 p.
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2006
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Mid-Level Managers L.E.A.D. Program (Leadership Enrichment and Development) [Lesson Plan and Participant's Manual]
National Institute of Corrections Academy. Northeast Regional Field Coordinators (N.P.).
Leadership basics for mid-level managers are covered. Participants will be able to: define leadership; compare and contrast leadership and management; identify challenges faced by mid-level managers; describe the primary roles of a leader; define the four levels of leadership; identify myths and realities of leadership; identify effective leadership characteristics and principles; and determine their specific style of leadership. Presentation overheads, instructor notes, participant guide, and ... Read More
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67 pages
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2006
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Correctional Leadership Competencies for the 21st Century: Manager and Supervisor Levels
By Campbell, Nancy M.; Mactavish, Marie; Dobel, J. Patrick; Lucey, Barbara; Edington, Teddi; Yates, Cindi; Woodward, William.
National Institute of Corrections (Washington, DC).
Campbell Consulting (Bainbridge Island, WA); National Institute of Corrections (Washington, DC).
Characteristics that result in the best performance of correctional managers and supervisors are identified along with key skills, knowledge, and attributes of effective and successful leaders which are then linked to a set of specific behaviors. This manual includes an executive summary and the following chapters: managerial profiles; ethics and values; interpersonal relationships; oral and written communication; motivating others; developing direct reports; managing conflict; team building; c... Read More
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316 p.
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2005
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Senior Level Leader Training
National Institute of Corrections Academy (Longmont, CO); U.S. Bureau of Prisons (Washington, DC).
This 32-hour program, originally broadcast August 22-25, 2005, is designed for senior managers who want to increase their capacity to guide institutional operations, staff, and inmates. The broadcast covers: foundation for leadership and management; self awareness; values and ethics for leaders; senior-level leadership mission and vision; developing critical management skills; resource management; team building; and communication. This set includes the 445 minute Site Coordinator Orientation Bro... Read More
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6 computer disks; DVD-ROM (1311 min.) + 1 computer disk; CD-ROM
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2005
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Strategies for Building Effective Work Teams [Satellite/Internet broadcast held on September 12-15, 2005]
National Institute of Corrections Academy (Longmont, CO).
This program provides participants strategies for developing, implementing, managing, and evaluating work teams within a corrections agency work unit and agency-wide. It covers individual and group leadership techniques, group dynamics, characteristics of performance-based work teams, team-based dialogue, and overcoming organizational barriers to team development, True Colors inventory, and experiential outdoor teambuilding activities.... Read More
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6 DVDs (1188 min.) + 1 CD
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2005
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Correctional Leadership Competencies for the 21st Century [Satellite/Internet Broadcast]
National Institute of Corrections Academy (Longmont, CO).
This program will assist participants with succession planning, provide a framework for developing appropriate training curricula, target external resources needed for staff development, and help participants create a strategy for both personal and professional staff development. The presentation focuses on the core competencies applicable to corrections professionals working at executive, senior level, manager, and supervisory levels. The program content is appropriate for those working in jail... Read More
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1 DVD (180 min.)
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2005
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The Importance of Collaborative Leadership in Achieving Effective Criminal Justice Outcomes
By Carter, Madeline M..
State Justice Institute (Alexandria, VA); National Institute of Corrections (Washington, DC).
National Resource Center on Collaboration in the Criminal and Juvenile Justice Systems (Silver Spring, MD); Center for Effective Public Policy (Silver Spring, MD).
Lessons learned from collaborative leadership are imparted. Eight lessons are organized into the following sections: what is means to be a great leader -- lessons from the orchestra; why leadership is important to the effectiveness of justice-related collaboratives; distinguishing management from leadership; distinguishing leadership roles from leadership skills; defining collaborative leadership; common qualities of effective collaborative leaders; common skills of effective collaborative lead... Read More
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6 p.
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2005
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Proceedings of the Large Jail Network Meeting, Winter 2005
National Institute of Corrections. Jails Division (Longmont, CO).
This Large Jail Network meeting took place January 30-February 1, 2005, in Longmont, Colorado. Contents of these proceedings include: NICs Core Competency Model Project: Preparing Leaders in Corrections for the Future by Robert Brown; Training as a Strategic Management Tool by Tom Reid; Legal Issues and Mentally Ill Inmates by Bill Collins; Mental Health Services in Jails: Identifying Problems by Joel A. Dvoskin; Informal Announcements by David Parrish; Mental Health Issues: Open Forum Discussio... Read More
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67 p.
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2005
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Strategies for Building Effective Work Teams [Participant's Manual]
National Institute of Corrections Academy (Longmont, CO).
Strategies for developing, implementing, managing, and evaluating work teams within a work unit or agencywide are covered during this 36-hour program. Sections contained in this manual are: why teams?; dimensions of teamwork; teams and the organizational meeting; stages of team development; managing team conflict; and Team Playbook -- playing for performance (a workbook for this course).... Read More
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156 p.
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2005
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Correctional Leadership Competencies for the 21st Century: Executive and Senior Levels
By Campbell, Nancy M.
Mactavish, Marie
Dobel, Patrick
Katsampes, Paul
Yates, Cindi.
National Institute of Corrections (Washington, DC).
Campbell Consulting (Bainbridge Island, WA)
National Institute of Corrections (Washington, DC).
Characteristics that result in the best performance of executive and senior level leaders are identified along with the key skills, knowledge, and attributes of effective and successful leaders which are then linked to a set of specific behaviors. Following an executive summary, this manual provides an exploration of: managerial profiles; self awareness; ethics and values; vision and mission; strategic thinking; managing the external environment; power and influence; strategic planning and perf... Read More
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226 p.
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2004
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Supervisory Leadership for Women in Corrections [Participant's Manual]
National Institute of Corrections Academy (Longmont, CO).
Participants will assess their personal leadership styles and set specific goals for a career development plan during this 36-hour course. Five sections comprise this manual: leadership -- self-mastery, network relationships, and positive politics; our dragons -- feedback; relationships, power, and leadership; expanding our world view -- learn, change and grow; and returning renewed and refreshed.... Read More
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142 p.
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2003
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Developing "Coaches" for New Wardens [Participant's Manual]
National Institute of Corrections Academy (Longmont, CO).
Training and practical experience in the techniques and skills of Co-Active coaching as the foundation of a leadership culture are provided during this 36-hour program. Topics covered include: leadership culture; coaching principles; commitment and high performance; Co-Active leadership coaching; listening levels; coaching practice; learning steps; powerful questions; complete requests get action; action and awareness create continuous learning; values; assumptions and interpretations; the "gre... Read More
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49 p.
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2003
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Results of Data Analysis: NIC Needs Assessment on Correctional Management and Executive Leadership Development
By Clem, Connie.
National Institute of Corrections Information Center (Longmont, CO); LIS, Inc. (Longmont, CO).
Demographics, turnover, and leadership development for four levels of correctional management (e.g., executive leaders, senior leaders, managers, and supervisors) are analyzed. Sections comprising this report are: project background; key findings; the survey sample; overview -- analysis of data for all responses; analysis of data on executive level positions; analysis of data on senior leader positions; analysis of data on management level positions; analysis of data on supervisory positions; a... Read More
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47 p.
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2003
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Exploring the Dynamics & Principles of Effective Leadership [Lesson Plan and Participant's Manual]; Leadership Curriculum
National Institute of Corrections Academy. Western Regional Field Coordinators (N.P.).
A leadership curriculum package that provides "a quickie look at the work of a leader and how best to do it" is presented. Contents of this collection are: guide to assembling the lesson plan and participant handout; instructor notes; copies of overheads; program text; action plan presentation worksheet; action plan worksheet; Leadership Challenge and Evaluation; list of leadership competencies; and promotional material.... Read More
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84 p.
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2002
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Strategies for Building Effective Work Teams [Participant's Manual]
National Institute of Corrections Academy (Longmont, CO).
Strategies for developing, implementing, managing, and evaluating work teams within a work unit and agency-wide are presented during this 36-hour program. This manual contains the following sections: Why teams?; critical elements of teamwork; organizational meeting; stages of team development; team tools and techniques; and playbook for strategies for building effective work teams.... Read More
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ca. 200 p.
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