Developing effective leaders for the civil service: A case study of Bahrain

Figures & data

Figure 1. A conceptual framework.

Table 1. Schedule of components for the program.

Year 1
February	Governance mechanisms and political institutions in Gulf countries
February	Human Resource Management
March	Institutions and Public Policies: Social and Economic Situation in Gulf Countries (Part I)
March	Public Finances, Budgeting and Accounting Rules
April	Project Management
April	Institutions and Public Policies: Social and Economic Situation in Gulf Countries (Part II)
May	Legal Framework for Public Management in Gulf Countries
May	The Organization of Public Services in the Gulf Countries and in International Comparison
June	Study Trip: the students visit key public institutions from Marseille and Paris; exchanging professional experience with high-ranking officials.
September	Structures and Management of Public Administrations: An International Comparison
September	Thesis Production: analytical methods applied to organizational and policy analysis (Part I)
October	Public Governance
October	Public Management and Strategy
November	Public Communication and Marketing
November	Thesis Production: analytical methods applied to organizational and policy analysis (Part II)
December	Actors and Evaluation: Public Sector Values and Ethics
December	Thesis Production: analytical methods applied to organizational and policy analysis (Part III)
Year 2
January	Public Management Methods and Instruments: Innovation in the Public Sector
January	Institutional Negotiation: Understanding Organisational and Actors Behaviour in the Public Sector
February	Public Management Contemporary Problems: Managing Change and Implementing Reforms
February	Management Control and Regulatory Compliance in Public Administration
March	Leadership and Strategy
March	Research Design and Thesis Defence (Part I)
April	Control Systems and Information Management (1): Managing Information Systems
April	Prospective and Strategy: e-Governance and e-Public Services
May	Project Implementation: Public Policy Making and Analysis
May	Financial Management: Accounting and Public Budget
September	Public Service Delivery
September	Regulation of Public Intervention: Stakeholder’s Participation
October	Control Systems and Information Management (3): Performance Management and Measurement
October	Control Systems and Information Management (2): Quality Management
November	Project Management: Thematic Focus 1
November	Research Design and Thesis Defence (Part II)

Table 2. Survey respondents.

Cohort	Year of starting	Number
1	2016	23
2	2017	27
3	2018	23
4	2019	24
5	2020	26

Table 3. Bivariate correlations of impact on performance of competencies for current job.

	Management of Resources	Customer Service Orientation	Professionalism	Developing Self	Collaboration and Teamwork	Strategic Outlook	Driving Change
Customer Service Orientation	0.53
Professionalism	0.57	0.62
Developing Self	0.19	0.46	0.72
Collaboration and Teamwork	0.12	0.08	0.38	0.36
Strategic Outlook	0.22	0.06	0.05	0.13	0.00
Driving Change	0.21	0.16	0.09	0.21	0.23	0.63
Leading People	0.18	0.03	0.14	0.49	0.49	0.46	0.77

Respondents were asked: Were you better able to fulfil the requirements of the functional competencies of your current job because of your learning and development on the MPM? The data was based on ratings using a scale of 0 = not important to 4 = very important. The sample comprised 51 people who had studied on the MPM or were still studying on the MPM.

Table 4. Bivariate correlations of skills.

	Management skills	Leadership skills	Research skills	Problem solving skills
Leadership skills	0.73
Research skills	0.50	0.32
Problem solving skills	0.48	0.58	0.48
Digital skills	0.47	0.50	0.41	0.47

Respondents were asked to rate the amount of skill they had gained from the MPM. The data was based on ratings on a scale of 0 = no new skill and expertise to 4 = much skill and expertise, except for a question about the development of digital skills where the scale was 0=no to 4 = yes. The sample comprised 51 people who had studied on the MPM or were still studying on the MPM.

Table 5. Bivariate correlations relating to the impact of the MPM on organizational Results.

	Index of “skills gained from the MPM”	Better fulfillment of Job Competencies	Better at Job
Better fulfillment of Job Competencies	0.67
Better at Job	0.60	0.67
Positive Organizational Impact [Unit or Department]	0.41	0.49	0.63

The sample comprised 51 people who had studied on the MPM or were still studying on the MPM. The items included.

Q5. Do you think you are better at performing your current job because of what you learnt by studying on the MPM? 0 = No, not at all 4 = yes.

Q6. Have you had a positive impact on the results of the unit or department you work for because of what you learnt on the MPM? 0 = No, not at all 4 = yes.

Figure 2. Hypothesised cause-and-effect linkages.

Figure 3. A model of a successful education programme.