Engaged Leadership: The New Public Service Managerialism

Topics: Management, Leadership / Pages: 26 (6312 words) / Published: Dec 13th, 2010
Engaged Leadership - The New Public Service Managerialism
Dr Neil Wooding Director of Public Service Management Wales Commissioner for Equality and Human Rights (Wales)

Journal of Finance and Management in Public Services. Volume 7 Number 1

39

Dr Neil Wooding

Engaged Leadership - The New Public Service Managerialism

Abstract In the significant challenges that face managers and leaders to reform and improve Welsh public services this article examines a new leadership behaviour emerging that combines a different set of competencies from those managers have been exhorted to develop in the past. Under pressure to reform delivery, improve resource management and develop new models of governance, premised upon better collaboration and engagement with stakeholders and citizens, managers and leaders are faced with the task of lifting performance beyond the execution of traditional process. The article explores some of the features of this evolving style of leadership as a framework to encourage managers to rethink and refresh their knowledge, skills and experience in the context of the changing needs of public services. These challenges are set within an emerging paradigm described as 'engaged leadership '. This concept is used to contrast a style of management which is open, inclusive emotionally intelligent and connected with what may be represented as counter intuitive to the traditional ways managers have tried to facilitate and maximise the performance of others. Introduction In the significant challenges that face managers and leaders to reform and improve Welsh public services we are beginning to see a new leadership behaviour emerge that combines a different set of competencies from those we may have exhorted managers to develop in the past. Under pressure to reform delivery, improve resource management and develop new models of governance, premised upon better collaboration and engagement with stakeholders and citizens, managers and leaders are



References: Blessing White Inc, (2006) Employee Engagement Report, Princeton NJ. Exworthy, M.& Halford, S. (1998) Professionals and the new Managerialism in the Public Sector, Open University Press. Gobillot, Emanuel, (2007) The Connected Leader, Kogan Page Hardacre, J. (2002) Leadership at Every Level : A practical guide for managers, LGC Information. Heifetz, R.A. & Linsky, M. (2002), Leadership on the Line: Staying Alive through the Dangers of Leading, Harvard Business School. Middleton, J. (2007) Beyond Authority: Leadership in a Changing World, Palgrave. Morgan, Rodri (2002) The National Centre for Public policy - Annual Address. Polkinghorne, D.E. (1988) Narrative Knowing and the Human Sciences, Albany N.Y.: State University of New York Press. Public Sector Employment Trends Digest, June 2005. Ryde, R. (2007) Thought Leadership: Moving Hearts and Minds, Palgrave Macmillan. Senge, P.M., Joworski, J., Scharmer, O., Flowers, B.S (2005) Presence: Exploring profound change in people, organizations and society, Nicholas Brealey. Sir Jeremy Beecham, (2006) Beyond Boundaries: Citizen-Centred Local Services for Wales. Review of Local Service Delivery, Welsh Assembly Government. Smith, I. (2007) Leadership and Management Advisory Panel. The Hay Group, (2007) Rush to the Top - Accelerating the development of leaders in public services The Hay Group. Towers Perrin, (2006) Global Workforce Study: Ten ways to create and Engaged Workforce, Towers Perrin HR Services. Journal of Finance and Management in Public Services. Volume 7 Number 1 51

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