Post on 07-May-2015
Visions on Governance for the 21st Visions on Governance for the 21st Century : The Role of Public Century : The Role of Public LeadershipLeadershipProf Erwin Schwella (erwin.schwella@sopmp.sun.ac.za)
CPL The Netherlands
and
School of Public Management and Planning
University of Stellenbosch
OrientationOrientation
Orientation to topic◦Discourse approach◦Subtopics
Linking up with visions on governance
New management paradigms
OrientationOrientationImplications for public leadership
and management◦The changing context◦Change and its implications◦Leadership and management
challenges◦Leadership approaches and
competenciesSome South African examples
◦Paradigms, people and prospects
Linking up with Visions on Linking up with Visions on GovernanceGovernanceVisions, dreams or mirages, or What is this all about?
Linking up with Visions of Linking up with Visions of GovernanceGovernanceThe nature of vision and The nature of this vision
◦Globalisation and paradigm mobility◦The dream of good governance
Whose dream is it anyway? International institutions
World Bank
Linking up with Visions of Linking up with Visions of GovernanceGovernance
◦World Bank Governance first used 1989 1992 :Lewis Preston World Bank “ Good
governance essential complement to sound economic policies”
Good governance for equitable and sustainable development
Linking up with Visions of Linking up with Visions of GovernanceGovernance
◦1990 United Nations Conference on Least Developed Countries Conclusion : good governance is basic to
the economic and social progress of all countries
◦Historic development in unison NPM in developed countries Perhaps linked to developed/developing
divide?
◦Recently also in developed countries Perhaps antithesis to NPM?
Linking up with Visions of Linking up with Visions of GovernanceGovernance
◦Elements of good governance : Open, transparent, accountable,
equitable and responsive to citizen’s needs
Coherent and integrated governance to reach policy goals and objectives effectively and efficiently
Requires strong civil society, solid institutions, including rule of law, transparency and accountability
Sensible economic management for growth and development
New Management New Management ParadigmsParadigms
Something old, something new, something blue, or Is there really anything new?
New Management New Management ParadigmsParadigms
Influenced by : Debates on role of the state Global paradigm mobility
From policy/administration dichotomy and bureaucratic scientific management through new public administration to new public management to good governance
The dialectic and context determined nature of management paradigm development
Is there really anything new under the sun?
Implications for Public Implications for Public Leadership and Leadership and ManagementManagementAbout context, change, challenges and competencies, or Is there a way out of this confusion?
Implications for Public Implications for Public Leadership and ManagementLeadership and ManagementContext, change and challenges
◦Globalisation : mobility of ideas and issues The challenge : global governance deficit
◦National public management issues Withering away of national state
authority Transfer of sovereignty Increasing lack of trust in institutions
Public and private
Transformation fatigue
Implications for Public Implications for Public Leadership and ManagementLeadership and ManagementThe challenge : reclaiming moral
leadership to facilitate legitimate and effective public service and service delivery
New governance philosophies◦ Perhaps good governance combined with
new public administration/new public management hybrid
New leadership approaches◦ Leading without authority
Implications for Public Implications for Public Leadership and ManagementLeadership and ManagementNew leadership approaches
◦ Transformational◦ Social learning
Facilitating the competency to deal with adaptive problems through processes of capacity building by means of learning
From command and control to co-conceptualisation and co-ordination of competency achievements
◦ New leadership competencies The study of Bhatta (2001)
Leadership Competencies Leadership Competencies for Public Managementfor Public Management
Comparative study of competencies for managers in the public sector
USA, Australia, Netherlands,UK◦Understanding and managing the context◦Governance sensitivity and coherent
governance◦Strategic leadership
Leadership Competencies Leadership Competencies for Public Managementfor Public Management
◦Persuasive, influential communication◦People and relationships management◦Commitment to achievement and
performance◦Managerial expertise◦Intellectual capability◦Honesty and integrity
PUBLIC LEADERSHIP : PUBLIC LEADERSHIP : REDEFINEDREDEFINED
Democratic and effective public leadership is a dynamic process.
This process involves the leader with relevant others in the inclusive setting and effective realisation of legitimate and useful goals and objectives.
The process requires the using of continuous learning in democratic and organisational contexts to improve effectiveness and efficiency in policy and service delivery
The process has to contribute to improving the quality of life of all citizens.
Selected South African Selected South African ExamplesExamplesA Rainbow Nation at the Crossroads, or How do you implement a negotiated revolution?
Selected South African Selected South African ExamplesExamplesSouth Africa : Celebrate, the
Beloved Country◦The miracle (or was it hard work) of
the rainbow nation◦Constitutional changes
The Bill of Rights The Constitutional Court Independent Oversight Institutions
Selected South African Selected South African ExamplesExamples
◦ Policy changes Towards open and transparent government
Promotion of Access to Information Act, 2000 Protected Disclosures Act, 2000
◦ Institutional changes Government by fora
Nedlac, Community Police Forums Creation of Senior Management Service
Professionalisation and competency based
◦ Leadership changes Composition changed dramatically but the jury is
out
Summary and ConclusionsSummary and Conclusions“It was the best of times, it was the worst of
times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going to heaven, we were all going the other way—in short the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or evil, in the superlative degree of comparison only.” Charles Dickens, “A Tale of Two Cities”, 1859