Are public sector leaders fit for purpose?
Given the current turbulent environment and the pressures facing the public sector, there remains a question as to whether the public sector leaders are up to the challenges they face. Dr Tony Cockerill, founder of CHPD, explains where the deficiencies might be.
There are a number of macro forces at play in the public sector at the moment and these are complicating the already turbulent environment that all organisations are facing. The role of the public sector is shifting to become a stabiliser, catalyst and protector. We require a combination of global strategic thinking and local action from our public services. We want more integration of services which requires cross-team working and public/private partnership. And there is an on-going drive towards value for money with fewer people doing more. All of these factors require strong leadership to develop, engage and inspire staff.
Strong leaders require a number of skills, but one crucial aspect of performance is leadership behaviour. We call them High Performance Behaviours or HPBs. Our research of leadership profiles indicates that the very behaviours that public sector leaders need to deal strategically with change are often the most under-developed. We’re talking about behaviours such as teamwork, customer focus, continuous improvement and conceptual flexibility – the ability to compare the merits of a number of different ideas at once and to see them from a variety of perspectives.
If public sector leaders are going to deal effectively with the challenges they face, there is an urgent need to evaluate the behavioural strengths and address any weaknesses as soon as possible.
For more information, email info@chpd.com for a free copy of our white papers – Leadership in turbulent times and Flexible leadership.
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