Moving Beyond the Rhetoric: A Critical Assessment of Leadership in the Australian Public Sector

• In Event: Studies on Leadership in Public Agencies in Three Countries

Short Description

This presenter will share findings of a critical assessment of the current state of leadership practice in the Australian public sector. A series of systemic challenges will be discussed in terms of the potential drivers and impacts as well as possible strategies and initiatives for addressing them.

Detailed Abstract

A renewed whole-of-government focus on public sector leadership has emerged in response to broader trends in strategic management and in recognition that public sector leaders are critical in producing public value. However, there is an absence of scholarly-driven, practitioner-relevant research that conceives and subsequently assesses the current state of public sector leadership capability, particularly within an Australian context.

Consequently, this study applied the emergent ‘collective’ leadership perspective, using the sector’s senior executive group as the unit of analysis, to undertake a critical assessment of the current state of leadership practice in the Australian public sector. Adopting a mixed-methods design, the study leveraged existing employee survey data and published sector capability assessments, supported by senior executive interviews to incorporate the ‘lived experience’ of leadership. In doing so, the study identified five emergent issues.

Exploiting intrinsic employee motivation
• There is not enough done at a systemic level, or otherwise led by the leadership group, to cultivate engagement, enthusiasm and motivation.
• Organisational visions and strategies do not meaningfully resonate with non-executive employees.

The impact of political instability on public sector leadership
• The instability and lack of continuity at the political level has a significant impact on the capacity for the public sector to appropriately demonstrate leadership and develop high performing leadership teams.
• The lack of job security within the senior executive cohort is contributing to a lack of collaboration and whole-of-government efforts, whilst simultaneously encouraging self-interested behaviour.
• There is an imbalanced delivery focus at the expense of strategy.
• More policy is being developed by government, with the public service having a secondary supporting, reactionary role.

The prevalence of risk averse cultures on organisational practices
• A cultural predisposition to avoid rather than appropriately manage risk is seen to manifest as over-regulation, excessive internal consultation, formulation of overly cautious policy advice, and a regime of administrative compliance.
• Lack of collaboration, inhibited by a siloed mentality within and across agencies.
• Reported difficulty in developing an innovative culture and in implementing innovation, despite intent.
• Change is no longer the exception, but the norm, in the public sector. However, there is an overwhelming sense that it is not managed well.

The integration of values and diversity in practice
• Equal opportunity and workforce diversity are recognised priorities for the public sector. However, minority employees are notably less positive regarding their agency’s commitment to equal opportunity and supporting diversity.
• Whilst there is a desire to have a greater number of women in senior executive roles, female representation significantly diminishes with seniority.
• The public sector has inadvertently and disproportionally shifted the balance in the term ‘work-life balance’ with a focus on the latter part, resulting in work-life imbalance.

The variable quality of managers and workforce management practices
• Performance management is compliance-focused. It is viewed as a time-bound activity that involves ‘ticking a box’ to meet a system requirement.
• Supervisors do not adequately manage underperformance.
• Peer-to-peer learning is the most effective learning and development method within the public sector
• Whilst the public sector offers arguably more opportunities for mobility across a broader range of roles than any other industry, employees are dissatisfied with career progression opportunities.
• Senior managers are promoted for being technical experts rather than based on leadership potential.
• There is a need to improve the quality and impact of leadership programs that reflect the current whole-of-government focus.

Collectively, these issues highlight that whilst Australian public services have the right intent towards public sector leadership, there is a need to move beyond the rhetoric and, in order to do so, transition from a state of operational to strategic leadership. To support this, each of the abovementioned themes are discussed with regard to their potential drivers and impacts, as well as possible strategies and initiatives for addressing them.

This study has a theoretically-enhanced albeit applied orientation, drawing on practitioner models and academic frameworks whilst having a distinct focus on the practical application of findings. It is intended that the findings, while presented in the Australian context, can be generalised across jurisdictions and national services to inform a more focused research program while also supporting targeted leadership reform in what is a turbulent time.

Participant

• Benjamin Hamer, University of Canberra