What is effective public sector leadership and what’s needed next?

Leadership theory and practice is broad, with behavioural and cognitive science fields underpinning many competing models or ‘styles’ of leadership. Research and practice in these fields is dominated by studies in the corporate and private sectors. 

To assist in understanding contemporary issues in public sector leadership and leadership development, and how it differs from private sector practice, ANZSOG’s Research team undertook a comprehensive thematic literature review. 

A series of three reports have been published as ANZSOG Research Insights papers. They are framed by three key questions: 

• Does Public Leadership Differ?

• Why is leadership development hard to get right? 

• What is effective public sector leadership and what’s needed next? 

The analysis offers a way to navigate the myriad trends, models, fads and good practice in leadership and what is unique to the public sector. 

Paper One: Does public sector leadership differ? 

There are varying perspectives about whether, and to what extent, public sector leadership differs to that of other sectors. This paper details three main schools of thought regarding the extent to which public sector leadership is different (or not). 

On balance, according to the literature, public sector leadership is generally considered to be unique due to the context in which leadership emerges and takes place and the authority that the public sector has. This paper provides a synthesis for understanding why and how the context of public leadership matters in two main ways - by looking at context variables and using three different lenses – character, function and jurisdiction – to analyse the distinctiveness of public sector leadership. 

Analysing why and how public sector leadership differs to that of other sectors has implications for how leadership is developed. Without recognition of its unique context, the utility of generic literature and approaches to cultivate leadership and develop leaders can be limited when applied to the public sector. 

Paper Two: Why is leadership development hard to get right? 

There are many reasons why leadership development is hard to get right. This paper explores why and identifies six major factors based on a high-level overview of relevant academic literature. 

Whilst a vast amount of literature exists on leadership theories, far less is known about leadership development theories, with the distinction between both often left unstated or conflated. 

The paper synthesises a non-exhaustive list of six main factors influencing why leadership development for the public sector is hard to get right. 

1. Complexities of leadership research 
2. Expanding strands of leadership theory and practice 
3. Lag between theory and practice (and vice versa) 
4. Limited data on leadership development and impact 
5. Who and how ‘effectiveness’ is defined 
6. Underestimating how much context matters 

The report concludes that further research specific to the public sector is needed, especially in regard to more comprehensive theoretical frameworks and longitudinal research on impact is needed. Whilst many public sectors rely on capability frameworks, questions remain about how they are actually used in practice, their utility and how to better track alignment and impact over time. 

Paper Three: What is effective public sector leadership and what’s needed next?

What effective public sector leadership entails remains a perennial question. There is a wealth of literature, practitioner perspectives, and marketing about what it is and how can it be achieved. This presents a challenge for public sector learning and development (L&D) professionals trying to make informed decisions about the most suitable and valuable approaches for staff and organisational development. 

To help practitioners and L&D professionals navigate this space, this paper provides a high-level synthesis of academic literature on relevant and effective leadership approaches for the public sector. It details recent changes and shifts in leadership thinking, the complexities of deciphering what is ‘most effective’ and current consensus, and offers suggestions for practice, particularly around relational leadership and the Wallace 2D Framework. 

It finds that there are a range of areas and issues of practical relevance that appear to be missing or overlooked in the literature These include leading at and across all levels, digital and virtual leadership, intersectionality, non-western perspectives, newer strands (such as entrepreneurial leadership), evidenced based leadership development and impact.