January/February 2022 // Canadian Government Executive / 21 MIDDLE MANAGEMENT needs to be unearthed and shared too. Leadership is paramount in capitalizing on windows of opportunity. It catalyzes vision, movement, innovation, and celebration. It is as essential as managerial processes like planning, budgeting, and staffing. Some see leadership as a mythical trait, predicated on the charismatic, larger-thanlife examples of people celebrated as great leaders. Yet, especially during the disruptive stages of organizational change, leadership is not found solely at the top or out front. People at all levels, in different roles, and with varying visibility have the potential to be leaders. But are they born leaders, or do they become leaders? Developing leaders The relevance of traditional, top-down leadership is being challenged in a dynamic, networked public service. Leadership development takes intention and time. It is about harnessing the capacity to lead people for results. It is also about leading transitions with purpose and inspiring transformation. The Organisation for Economic Co-operation and Development (OECD) adopted the Recommendation on Public Service Leadership and Capability in 2019. Its 14 principles on values-driven culture, skilled leadership, and adaptive systems guide incountry work. Schools of government deploy tools for strategic people management that identify and develop public service leaders. Assessment practices help pinpoint future-oriented leadership competencies. They go beyond snapshots in time to focus on self-awareness, behaviours, integrity, and values. They develop competencies for the next generation of leaders. By example, Korea’s transition from seniority to the merit principle is challenging the paucity of female leaders and the prerequisite of 20 years of service before candidates are assessed for senior posts. Technological change invites review of job profiles and gaps, as well as of training roles and functions. Schools of government are aligning research, curricula, and partnerships to accommodate growing demand for decentralization and transparency. They must stop doing what no longer works and expand experimentation, pilot projects, and impact evaluations. A learning culture thrives when the teaching culture imports expert voices and enables public servants to learn from each other. The OECD launched the Global Hub on Governance for the Sustainable Development Goals to develop leadership capacity. The Hub draws on the expertise of policy communities and country networks to serve as a space to share experiences and tailor skills in response to leadership challenges. Lessons for managers Effective leaders emerge at all levels to champion initiative and sustain progress. Success depends not only on the quality and dedication of public managers but also on whole-of-government support. People view change with apprehension and need to be convinced that their commitment to change is warranted. Without support from leaders, they lose purpose and momentum. Progressive organizations embrace innovation led by people with integrity. Innovation awards showcase middle managers and front-line staff as local heroes. They transcend bureaucracy to exhibit new skills as change leaders. They prioritize greater interests above self-interest. Central agencies need to create the conditions for success, promulgate enabling policy, shepherd projects around obstacles, and evaluate quality outcomes. Adequate resourcing and teamwork are sure signs of central government commitment. Corporate champions act as honest brokers in balancing policy and operational priorities. Modesty is the hallmark of high-minded central institutions. Lack of political will casts doubt on the motives and fate of initiatives, affecting public confidence and proponent selfesteem. Political champions are called to assuage concerns and exercise ministerial prerogative to advance change. For strategic effect, their role as spokesperson should be selective and timely. The political-administrative interface must be massaged to pave the way for innovation. Success stories can be distilled into lessons that are sticky, replicable, and scalable. The impact of change can be made more predictable and measurable by taking a proactive, deliberate approach to leadership. Championing and investing in leadership development is the “God particle” of public sector transformation. John Wilkins is a Teaching Practitioner with the School Of Public Policy and Administration at York University. He was a Career Senior Public Servant and Diplomat. (wilkins@yorku.ca) Leaders have a treasure inside themthat needs tobe unearthed and shared too. Leadership is paramount in capitalizing on windows of opportunity. It catalyzes vision, movement, innovation, and celebration. It is as essential as managerial processes like planning, budgeting, and staffing.
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