Engaged Leadership: The New Public Service Managerialism
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
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
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