Understanding Strategic Leadership in the Public Services: Some thoughts and evidence relevant to people management, HR and leaning & development. CFOA(S) Event, 17-18 th March, 2008 Graeme Martin. Introduction. Three points of departure
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Understanding Strategic Leadership in the Public Services: Some thoughts and evidence relevant to people management, HR and leaning & development
CFOA(S) Event, 17-18th March, 2008
intelligence & wisdom
Dealing with ambiguity
Creating a performance
Personal Competence out the Manager’s (Leaders?) Job’
- accurate self-assessment, self-confidence
Self Management & Regulation,
self-control, transparency, adaptability, achievement, initiative, optimism
empathy, organizational awareness, service awareness
inspiration , developing others, change catalyst, conflict management, teamwork and collaborationFour Domains of Emotional Intelligence and Leadership(Goleman, Boyatzis and MacKee, 2002)
A balance between excess confidence and excess caution - ‘the achievement of ignorance’
More than £20m spent, but do we know what it is, how does it differ from the private sector, and can we measure its effects?
What’s the public services problem?
An Enterprising Public Service System: Innovation and Change in HR, client services and public value
‘The distinction between the role of shareholders and employees was clear when shareholders bought the plant and employees worked in it. But the principal assets of the modern company are knowledge, brands and reputations, which are in the head and hands of employees…’
(John Kay, 2004, p. 58)
Externally-focused remain poor?
The Reputational Drivers
Corporate branding &
legitimacy through CSR, governance, human capital accounting
HR efficiency and organization
Internal Professional Service Drivers
Martin, Reddington & Alexander, February 2008
The far context
The style the
The social capital
they invest in and
The near context
The Roles they
The Person in
The frame of the job
Levels at which they
choose to operate
This is you
The Competent HR Leader
The Credible Activist
The Strategic Architect
The Cultural Steward
The Talent Manager/Organizational Designer
The Business Ally
The Operational Executor
How do I become an effective member of the senior management team?
‘…to be a respected business partner, helping the (organization) achieve its goals by providing an outstanding service to help manage the (organization’s) most important assets, its people’ (Boudreau & Ramstad, 2007:9)
How do I help create an enterprising public service system?
‘…to increase the success of the organization by improving decisions that depend on or impact people’ (Boudreau & Ramstad, 2007:9)