What core leadership competencies, found in management and other positional leadership roles, most accurately reflect the leadership needs of the British Columbia Sheriff Services?; The impetus for this study is derived mainly from the findings of the British Columbia Office of the Auditor General (OAG) in its report entitled “Maintaining Human Capital in the British Columbia Public Service: The Role of Training and Development” (Morfitt, 1999). An important recommendation of this report looked to the establishment of competency frameworks within the British Columbia Sheriff Service (BCSS) as a partial solution to addressing human resource and capital management issues, such as leadership, professional development, training, and succession planning (Morfitt, 1999).; The overarching goal of this research was to address the leadership development issues by engaging all employees of the British Columbia Sheriff Services in a process that identified, located, and articulated the leadership competencies deemed necessary in its management. Establishing organization-specific leadership competencies will assist the BCSS in meeting the Ministry of Attorney General and Minister Responsible for Treaty Negotiations (AG) performance plan goal of developing competencies for its managers, and represents a starting point to support the following outcomes: (1) Developing a leadership competency profile throughout the organization; (2) Improving the management of human capital; (3) Defining and developing a meaningful performance evaluation strategy; (4) Clarifying general workload indicators; (5) Ensuring future relevance as a public service organization; (6) Integrating the Court Services Branch direction with the larger ministry strategic plan; (7) Shaping the BCSS human resource strategies with the outcomes outlined in the Ministry of Attorney General's performance plan for 2001/01–2003/04. (Abstract shortened by UMI.)
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