Leadership is a challenge in any field, but perhaps it's even more difficult within the public or civil service. In this section we focus on leadership, case studies, etc within the context of government and public service and public sector.
By Karen Rutzick
- Government budgets and personnel rules can make it difficult for public managers to reward great employees with bonuses or promotions as flexibly as managers in the private sector can. This terrific article from GovernmentExecutive.com outlines some of the creative employee recognition strategies that Federal managers have used with great success.
(Added: 30-Jul-2007 Hits: 64
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By Robert D Behn
- Measurement and performance metrics are particularly important in government where success is difficult to determine. But establishing metrics isn't going to improve things on it's own. Leadership is required.
(Added: 30-Jul-2007 Hits: 64
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By Don Jacobson
- In this Q&A with GovLeaders.org, Gene Klann of the Center for Creative Leadership discusses his recent book Building Character: Strengthening the Heart of Good Leadership. He discusses the importance of stretch assignments and job rotations, and suggests how government agencies can train leaders of character despite shrinking budgets. He also asserts that setting a positive leadership example is "the highest form of leadership" because people tend to imitate the behaviors they see in their leaders.
(Added: 30-Jul-2007 Hits: 52
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By Ray Blount
- Public service is a high calling. So why don't more of us have a clear picture as to what it is we have been called to do? In his latest column for GovLeaders.org, Ray Blunt walks us through the process of developing a life mission statement.
(Added: 30-Jul-2007 Hits: 56
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By Ray Blunt
- Ray Blunt describes the three toughest choices a leader must make within the context of being a relatively new leader in government.
(Added: 30-Jul-2007 Hits: 52
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By Michael Roberto
- Throughout history there have been leaders who made disastrous decisions. In this article, Michael A. Roberto argues that poor decisions are usually caused by poor decision-making processes. One of the most important things a leader can do when he/she needs to make an important decision, he writes, is to "decide how to decide." The process chosen by the leader can have a huge impact on both the quality of the decision and the organization's buy-in when implementing it. Dr. Roberto dispels several myths about how decisions are made in organizations (e.g. "Myth 4: Managers Analyze and Then Decide") and provides some great insights into how leadership styles, cognitive biases and organizational defensive routines can get in the way of effective decision making. This article was published as Chapter 1 of Roberto's terrific book Why Great Leaders Don't Take Yes for an Answer
(Added: 30-Jul-2007 Hits: 49
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Were Updated/Changed On:
3-Mar-2008
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11:19:24
