Chapter 10
The Challenges of Leadership
This chapter assesses the future of public sector management, particularly with respect to the characteristics of both effective and failed leadership. It looks at the various ways in which leadership can go wrong, when leaders
- waste resources;
- cling to outworn traditions;
- think narrowly;
- underestimate problems and overestimate solutions;
- believe in simple solutions to complex problems;
- persist despite evidence;
- discourage critical thinking;
- suppress or distort bad news;
- alternate between indecision and frenzy; and
- look for scapegoats and conspiracies.
And it examines the qualities of effective leadership, emphasizing the need for
- a coherent vision to inform all actions;
- effective use of people, communication, and trust;
- effective use of a variety of management tools;
- teamwork; and
- the ability to manage change.
The text defines the three pillars of good leadership in public sector management as aim, character, and execution. The leader who has clear aims, inspires employees but also learns from them, and executes activities and policies using a range of suitable techniques will be highly effective.
Finally, the chapter explores the concept of good followership: leaders are only as good as those they lead. The relationship is symbiotic, and the necessity for a well-informed citizenry is paramount.
Extension
Canada School of Public Service Training
| Program area | Subjects | Course examples |
| Orientation and certification |
|
Orientation to the Public Service Who We Work For How Ottawa Works Canada in the World: An Introduction Orientation to Financial Management Introduction to Human Resources |
| Management and professional development |
|
Accounting 101 Communication Essentials Internal Policy Development Business Analysis Human Resources Planning Information Management: Legal and Policy Framework Integrated Planning in the Public Service: An Overview Fundamentals 1: Introduction to Procurement Introduction to Public Policy Development Service Excellence for Citizens Principles and Practices of Labour Relations for Supervisors and Managers |
| Leadership development |
|
Core Management Skills for Managers Becoming Leaders: A Workshop for Women in the Federal Science and Technology Community Coaching for Effective Leadership Leading in Times of Crisis Organizational Capacity: Project Complexity and Risk Assessment Orientation for Assistant Deputy Ministers Courage to Lead in the Public Service Leadership through Values and Ethics |
| Second-language training |
|
French Makes Sense Levels, 1, 2, 3 French Conversation Lunch, Levels B, C English Makes Sense, Levels 1, 2, 3 English Grammar at Your Own Pace |
Source: Canada School of Public Service, Courses, http://www.csps-efpc.gc.ca/.
Study Questions
1. Identify and discuss ten key factors of leadership failure.
These concepts are fully explained in the text:
- wasting resources;
- clinging to outworn traditions;
- thinking narrowly;
- underestimating problems and overestimating solutions;
- believing in simple solutions to complex problems;
- persisting despite evidence;
- discouraging critical thinking;
- suppressing or distorting bad news;
- alternating between indecision and frenzy; and
- looking for scapegoats and conspiracies.
When studying a particular example of failed leadership, identify which of these concepts offer worthwhile explanations of how and why failure ensued. You may not draw on all 10, but some will certainly shed light on the issue.
Explain why these factors and not others contributed to the failure, and assess what the failure teaches us about government and political failures in general. As Norman Dixon (1979) suggests, every leadership failure provides clues about leadership success.
2. Analyze the key elements of successful political leadership.
The following key elements of successful political leadership are all explained in the text:
- forethought;
- clear vision and the ability to articulate it;
- ability to engage in complex thought;
- ability to recognize and reject prejudice and stereotypical thinking;
- deep interest in problem solving;
- understanding the positions and strengths of adversaries;
- intellectual flexibility coupled with the courage to persist with sound plans;
- concern for human, financial, and material resources;
- ability to motivate others;
- wisdom and decisiveness in times of crisis;
- a strong theoretical and practical foundation on which to base decisions;
- willingness to embrace new ideas;
- openness to self-criticism;
- engagement in critical analysis;
- ability to learn from others; and
- ability to admit mistakes.
Choose a real-life example of successful leadership in action and assess which of these characteristics apply. You’ll probably find many, though not all, of them. How have they led to the particular success? What do such successes teach us about leadership and how governments can promote better leadership?
3. Talk about the three pillars of management.
Your answer should include an explanation of each of the three pillars of management:
- Aim
- Character
- Execution
Quiz
1. A bureaucratic pathology is
- a. a white-collar crime
- b. a form of organizational incompetence
- c. an excess of red tape
- d. none of the above
2. Which of the following does the Office of the Chief Human Resources Officer not have in its mandate?
- a. developing indicators to measure staff performance
- b. developing indicators to measure financial efficiency
- c. promoting pride in the work of the public service
- d. developing staff training programs
3. Which of the following is not on the Chief Human Resources Officer’s list of leadership skills?
- a. sharing information vertically and horizontally
- b. promoting collaboration among supervisors
- c. providing regular feedback
- d. promoting employees who show talent
4. Which of the following is not a quality of effective leadership?
- a. forethought
- b. ability to compel obedience
- c. ability to recognize and reject prejudice
- d. willingness to admit mistakes
5. Which of the following is not bureaucratic pathology?
- a. clinging to outworn traditions
- b. overestimating problems and underestimating solutions
- c. thinking narrowly
- d. suppressing bad news
6. Which of the following are pillars of management according to Ingstrup and Crookall?
- a. connections
- b. delegation
- c. character
- d. all of the above
7. What is inconsistent with good followership?
- a. accepting decisions of leaders
- b. being knowledgeable about public affairs
- c. studying the trade-offs in public policy decision making
- d. being critical of political and governmental leaders
8. The paradox of Canadian public administration is that
- a. Many citizens are happy with Canadian governments yet dislike most government policies.
- b. Many citizens are critical of Canadian governments yet like most government policies.
- c. Many citizens believe they have more freedoms than they do.
- d. Many citizens believe they have fewer freedoms than they do.
9. This paradox can be resolved by
- a. ignoring it
- b. educating citizens
- c. accepting that the paradox fosters government accountability
- d. accepting that the paradox fosters social change
10. By demanding high standards of accountability, citizens can foster
- a. responsible government
- b. responsive government
- c. better public services
- d. all of the above
Chapter 10 Answer Key
- 1. b
- 2. b
- 3. d
- 4. b
- 5. b
- 6. c
- 7. a
- 8. b
- 9. c
- 10. d
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