Airport Leadership Development Program (2013) / Chapter Skim
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P a r t 1 Report of Research
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S e c t i o n a Background Research and Needs Assessment
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7 1.1. Introduction In November 2010, the Ohio State University Center for Aviation Studies teamed with Direct Effect Solutions, Inc., the Columbus Regional Airports Authority, and HNTB, Inc., to create a leadership development program for the airport industry through ACRP.
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8 Airport Leadership Development Program This chapter then describes the overall gap between existing leadership development programs found within the aviation industry and the needs of the industry as represented through the focus group research. Section B: Curriculum Development and Assessment describes the actual development of the curriculum.
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Introduction 9 to excellence and new heights. Airport leaders must learn to become agile, flexible respondents to ever-changing economic drivers and must learn to navigate community interest and industry expectations.
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10 Airport Leadership Development Program graduate assistants to provide the resources, expertise, and perspective needed to conduct this research effort. The research team brought thorough knowledge and ability from various disciplines to ensure comprehensive information gathering and the skills to digest and dissect the data to develop an effective airport leadership development program that has scalability and sustainability.
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Introduction 11 and substantiate the need for further leadership development in the airport industry. Provide a detailed description and outline of a complete airport leadership development program.
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12 This chapter reports on the findings from Tasks 1 and 2 of this research, identifying the existing leadership development programs found within and outside the airport industry.
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Review of Existing Leadership Development Resources 13 North America (ACI-NA) programs cover a wider breadth of knowledge and include a greater inventory of management skills for the operation and maintenance of running an airport.
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14 Airport Leadership Development Program the associate, bachelor, master, and doctoral levels, and several nondegree certificate programs are also offered. Course work is primarily focused on technical and management skills for the professional instead of on leadership.
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Review of Existing Leadership Development Resources 15 an individual level within a traditional classroom environment. Some courses are also available online.
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16 Airport Leadership Development Program The Dallas/Fort Worth International Airport (D/FW) is a large-hub commercial service airport serving the Dallas–Fort Worth metroplex.
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Review of Existing Leadership Development Resources 17 General findings for business and industry leadership programs within the aviation community include a core program for a group of individuals supported by individualized programs tailored specifically to each participant in the program. This combination of development programs allows participants to develop skills at their own pace based on their own perceptions of their personal needs.
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18 Airport Leadership Development Program targeted expertise areas, such as air transport system (classroom/face-to-face) ; airport planning, development, and environmental management (online)
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Review of Existing Leadership Development Resources 19 the written exam. This academy cost is approximately $1,800 plus travel and accommodations.
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20 Airport Leadership Development Program is generally classroom-based, supported by online course work with programs lasting anywhere from 1 day to 18 months. Prerequisites vary depending on the program, as do program costs, which vary.
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Review of Existing Leadership Development Resources 21 used in conjunction with select open enrollment and custom programs. Featuring faculty presentations, video case studies, practical frameworks, and hands-on exercises, these CD-ROM- based programs enhance the curricula of the programs in which they are being used.
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22 Airport Leadership Development Program Ohio Health has separate leadership development for emerging and existing leaders. The programs are not prerequisites to each other; however, the existing leaders are used as mentors for the emerging leaders.
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Review of Existing Leadership Development Resources 23 course on developing leadership development programs. Participation in the course requires 2 days, and it is offered at multiple locations throughout the United States at a cost of $1,495.
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24 Airport Leadership Development Program SHRM identifies 10 business trends affecting leadership: 1. The problems that organizations are facing are becoming more complicated.
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Review of Existing Leadership Development Resources 25 3. Relationship building: The art of creating and influencing relationships among organizational staff, vendors, clients, and constituents.
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26 Airport Leadership Development Program targeted at succession planning, promotion, and developing mentors for emerging leaders within the organization. These programs are more customized for the needs and abilities of the individual participants, and they are established within the context of the organizational needs for promotion or succession.
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27 Following the review of existing leadership development sources, the team conducted a needs assessment, the purpose of which was to develop and implement a process for obtaining information on leadership development needs from current airport executives. The intent of the needs assessment was to focus on identifying the leadership skills needed to address the changing needs of an airport organization as well as the preferred methods of delivery of a leadership development program.
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28 Airport Leadership Development Program targeted for non-hub, reliever, and general aviation airport representatives. In total, 28 participants representing 17 airports participated in the focus group sessions.
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Needs Assessment and Focus Groups Analysis 29 to attend a focus group. The interviews followed the same structure as the focus group sessions, and their contributions were included in the results tabulated.
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30 Airport Leadership Development Program These findings clearly reveal that strategic management and relationship building are the two competencies where formal training is most needed. While business acumen was also identified as an important competency, focus group participants agreed that they have access to a large number of options when it comes to furthering their technical knowledge in this area.
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Needs Assessment and Focus Groups Analysis 31 As part of the focus group, participants were asked about appropriate methods for which to deliver an airport leadership development course. Many of the focus group participants felt that a blended learning model that integrates formal, classroom-based training methods with on-the-job activities to apply the new knowledge and skills would best facilitate the transfer of leadership training.
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S e c t i o n B Curriculum Development and Assessment
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35 The results of the first phase of research were applied toward creating an outline for the to-bedeveloped leadership development curriculum. The curriculum outline addresses the areas identified that are currently exclusive to the aviation industry and for which there is no formal leadership development training program available.
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36 Airport Leadership Development Program The Leadership Concepts module has been designed to introduce the concept of leadership (as opposed to management)
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Curriculum Development 37 based directly on actual examples found at existing public-use airports in the United States. These activities as well as the other module activities and materials have been designed for various delivery methods, including self-paced learning, and have the potential for web-based or other synchronous or asynchronous learning methods.
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38 Airport Leadership Development Program The questions for the 360-degree feedback survey are included in this program package and were developed specifically to match the content of the course.
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39 The curriculum developed as part of this research was implemented, tested, and reviewed through a pilot short course. The course was held over 3 days in November 2011 on the campus of the Ohio State University.
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40 Airport Leadership Development Program ability as a result of participating in the course. The evaluation instrument used and an analysis of the data collected from completed evaluations may be found in Section C of this report.
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41 The Airport Leadership Development Program curriculum designed as part of this project includes printed materials, multimedia files, and tools and activities that may be applied in a variety of formats. All of the materials are provided in the Airport Leadership Development Program curriculum, which is Part 2 of this report.
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42 The initial phases of the research revealed that there has clearly been a need for a program that develops the skills needed to effectively lead airport organizations. Existing airport management training programs focus on the technical aspects of airport management.
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Conclusions and Suggestions for Further Research 43 It is hoped that this research contributes to the enhancement of airports in the area of developing executive leadership. Furthermore, the team responsible for creating this program is looking forward to seeing it further developed, customized, and delivered throughout the industry.
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45 Roster of Participating Airports and Focus Group Presentation Slides Roster of Participating Airports As part of this research, a series of focus groups was conducted. What follows is a summary of the calendar of focus group events and an aggregated list of participating airports sorted by NPIAS category.
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46 Airport Leadership Development Program • Sacramento International Airport • Tucson International Airport • Port of Portland, Oregon International Airport Small, Non-Hub, and General Aviation Airports • Asheville, North Carolina, Regional Airport • Fort Wayne, Indiana, Regional Airport • Rockford, Illinois • Fayetteville, Arkansas • Manchester, New Hampshire • Hanover County, North Carolina • Sedalia, Missouri The presentation slides are shown in the following.
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Supplemental Material 47
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48 Airport Leadership Development Program 1. Aviation and non-Aviation 2.
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Supplemental Material 49 Focus is on leadership and not management of work. You lead people and you manage work.
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50 Airport Leadership Development Program Based on our research, leadership is said to require the following competencies. Thoughts on the definition?
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Supplemental Material 51 Follow-up question, WHY? Based on our research, leadership is said to require the following competencies.
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52 Airport Leadership Development Program 1. How did you gain experience – formal education, OJT, natural talent, professional organization?
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Supplemental Material 53 What type of training program do you believe would be most successful in building this competency in others?
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54 Airport Leadership Development Program What type of training program do you believe would be most successful in building this competency in others? What type of training program do you believe would be most successful in building this competency in others?
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Supplemental Material 55 What type of training program do you believe would be most successful in building this competency in others?
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56 Airport Leadership Development Program
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Supplemental Material 57
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58 Airport Leadership Development Program Pilot Course Agenda, Roster, and Feedback Agenda for Pilot Course The following text is the introductory letter given to participants of the pilot course. The letter describes the agenda and format for the program, delivered November 6–9, 2011, at the Ohio State University.
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Supplemental Material 59 Course Preparation: In preparation for this course, please conduct the 360-Degree Feedback Evaluation provided with this announcement. Facilitation Team: Seth Young, Project Manager The Ohio State University Mindy Price, Lead Facilitator Direct Effect Solutions, Inc.
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60 Airport Leadership Development Program Session Presenter Date 1. Please rate the following as it relates to your experience in the pilot program.
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Supplemental Material 61 5. List the topics that did not address the current needs of airport leaders today.
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62 Airport Leadership Development Program 11. Discuss your perspective of the use and the delivery of the 360-degree feedback survey tool.
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Supplemental Material 63 1b. The session materials were clear and well organized.
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64 Airport Leadership Development Program 1d. The session will help me perform my job more effectively.
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Supplemental Material 65 2a. Program materials were tailored to the role of an airport executive.
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66 Airport Leadership Development Program 2c. The case studies within the program helped me understand how to apply concepts.
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Supplemental Material 67 4. List the topics that addressed the current needs of airport leaders today.
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68 Airport Leadership Development Program 7. What techniques for delivering the content were effective (readings, multimedia, discussion groups, etc.)
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Supplemental Material 69 • CEOs-only group. • Web-ex style.
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