The PDF can be downloaded at https://www.jtafla.com/media/Documents/General/Case%20Study/tleader_casestudy/1020/tleader_casestudy.pdf
When the time was ripe for the Jacksonville Transportation Authority to establish a leadership role in the region’s transportation structure by expanding its footprint in Jacksonville, Duval County and Northeast Florida, it required a seismic shift in the JTA’s leadership culture and reputation.
Positions for the Executive Leadership Team were posted on January 31, 2013 with new, more comprehensive job descriptions. The new JTA leaders needed to transform the organization from good to great.
These same characteristics were used throughout the hiring process for the leadership team and managers. Encouraging candidates to make introspective evaluations before they applied for posted positions brought to the surface only those executives who believed they had the chutzpah to perform the herculean tasks that would be expected of them in a new and improved organization.
This case study examines the organizational changes made to strengthen the JTA team and successfully reorganize the organization.
