Partner Article

What does it take to become a strong leader in the public sector?

Morgan Hunt identifies 10 leadership prerequisites to affect change

The government has expressed its commitment to reforms in addressing the numerous crises in the system. But even said plans have their own problems – lengthy implementation time, focus on surface ahead of core concerns, and workers largely left to fend for themselves where the details of the reforms are concerned.

Indeed, strong leadership in the midst of reform programs is a must for success - even more important considering the issues besetting the public sector in areas like welfare and health.

Let’s first discuss what reform is. It is about change. It is about getting the job done by the right people at the right time with the right results. It is about doing things differently, squeezing more results from less resources, and transforming processes so much so that entire paradigm shifts are achieved.

Reform takes an exceptional leader with the knowledge, skills and capacity to successfully achieve the goals. Said leader must have the ability to tackle complex challenges and multifaceted issues, manage the demands on and by the staff, and plan the impact on the recipients of the reform. The challenge with reform is that often it remains a concept, an ideal, that is up to a plethora of leaders to detail how it will work.

Strong leadership in the midst of reform also requires the achievement of efficiency targets on one hand and improvement outcomes on the other hand with many balls left juggling as desks are changing and systems replaced. For example, in further education, these are evidenced by higher test scores among students while in healthcare facilities, these are manifested in reduced waiting times for patients.

With that being said, here are the traits that make for a strong leader in the public sector especially when reforms are at hand:

Excellent communication skills. You must be able not only to communicate to your staff but also to listen, to ask questions, and to consider all options. Good leadership starts with good communication.
Proactive approach. You must be able to plan three steps ahead, so to speak, instead of simply reacting to events as these unfold.
Flexible attitude. You should be able to adjust to almost any situation while keeping a level head.
Respectful. Keep in mind that respect for others begets respect for you.
Enthusiasm. Your enthusiasm for the project is contagious so much so that your staff will be motivated to follow your example.
Open-minded attitude. You should be open to suggestions from your staff and clients (i.e. public) because you do not have the monopoly on knowledge. You should also be open to change since reform is all about change for the better.
Resourceful. You must achieve more with less - one of the pillars of leadership in the midst of reform. Or see through not doing what is not necessary.
Rewards-based leadership. You should also reward your staff for a job well done, said reward of which can take many forms like a good word, a pat on the back, and a recommendation.
Knowledgeable. Your staff will depend on you for direction and, therefore, you must be knowledgeable in policies, procedures and processes necessary for reform.
Effective delegator. You cannot accomplish everything on your own so you must delegate responsibilities.