Visions On Governance Cpl


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Visions On Governance Cpl

  1. 1. Visions on Governance for the 21st Century : The Role of Public Leadership Prof Erwin Schwella ( CPL The Netherlands and School of Public Management and Planning University of Stellenbosch
  2. 2. Orientation <ul><li>Orientation to topic </li></ul><ul><ul><li>Discourse approach </li></ul></ul><ul><ul><li>Subtopics </li></ul></ul><ul><li>Linking up with visions on governance </li></ul><ul><li>New management paradigms </li></ul>
  3. 3. Orientation <ul><li>Implications for public leadership and management </li></ul><ul><ul><li>The changing context </li></ul></ul><ul><ul><li>Change and its implications </li></ul></ul><ul><ul><li>Leadership and management challenges </li></ul></ul><ul><ul><li>Leadership approaches and competencies </li></ul></ul><ul><li>Some South African examples </li></ul><ul><ul><li>Paradigms, people and prospects </li></ul></ul>
  4. 4. Linking up with Visions on Governance Visions, dreams or mirages, or What is this all about?
  5. 5. Linking up with Visions of Governance <ul><li>The nature of vision and </li></ul><ul><li>The nature of this vision </li></ul><ul><ul><li>Globalisation and paradigm mobility </li></ul></ul><ul><ul><li>The dream of good governance </li></ul></ul><ul><ul><ul><li>Whose dream is it anyway? </li></ul></ul></ul><ul><ul><ul><li>International institutions </li></ul></ul></ul><ul><ul><ul><ul><li>World Bank </li></ul></ul></ul></ul>
  6. 6. Linking up with Visions of Governance <ul><ul><li>World Bank </li></ul></ul><ul><ul><ul><li>Governance first used 1989 </li></ul></ul></ul><ul><ul><ul><li>1992 :Lewis Preston World Bank “ Good governance essential complement to sound economic policies” </li></ul></ul></ul><ul><ul><ul><li>Good governance for equitable and sustainable development </li></ul></ul></ul>
  7. 7. Linking up with Visions of Governance <ul><ul><li>1990 United Nations Conference on Least Developed Countries </li></ul></ul><ul><ul><ul><li>Conclusion : good governance is basic to the economic and social progress of all countries </li></ul></ul></ul><ul><ul><li>Historic development in unison NPM in developed countries </li></ul></ul><ul><ul><ul><li>Perhaps linked to developed/developing divide? </li></ul></ul></ul><ul><ul><li>Recently also in developed countries </li></ul></ul><ul><ul><ul><li>Perhaps antithesis to NPM? </li></ul></ul></ul>
  8. 8. Linking up with Visions of Governance <ul><ul><li>Elements of good governance : </li></ul></ul><ul><ul><ul><li>Open, transparent, accountable, equitable and responsive to citizen’s needs </li></ul></ul></ul><ul><ul><ul><li>Coherent and integrated governance to reach policy goals and objectives effectively and efficiently </li></ul></ul></ul><ul><ul><ul><li>Requires strong civil society, solid institutions, including rule of law, transparency and accountability </li></ul></ul></ul><ul><ul><ul><li>Sensible economic management for growth and development </li></ul></ul></ul>
  9. 9. New Management Paradigms Something old, something new, something blue, or Is there really anything new?
  10. 10. New Management Paradigms <ul><ul><ul><li>Influenced by : </li></ul></ul></ul><ul><ul><ul><ul><li>Debates on role of the state </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Global paradigm mobility </li></ul></ul></ul></ul><ul><ul><ul><li>From policy/administration dichotomy and bureaucratic scientific management through new public administration to new public management to good governance </li></ul></ul></ul><ul><ul><ul><li>The dialectic and context determined nature of management paradigm development </li></ul></ul></ul><ul><ul><ul><li>Is there really anything new under the sun? </li></ul></ul></ul>
  11. 11. Implications for Public Leadership and Management About context, change, challenges and competencies, or Is there a way out of this confusion?
  12. 12. Implications for Public Leadership and Management <ul><li>Context, change and challenges </li></ul><ul><ul><li>Globalisation : mobility of ideas and issues </li></ul></ul><ul><ul><ul><li>The challenge : global governance deficit </li></ul></ul></ul><ul><ul><li>National public management issues </li></ul></ul><ul><ul><ul><li>Withering away of national state authority </li></ul></ul></ul><ul><ul><ul><ul><li>Transfer of sovereignty </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Increasing lack of trust in institutions </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Public and private </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Transformation fatigue </li></ul></ul></ul>
  13. 13. Implications for Public Leadership and Management <ul><li>The challenge : reclaiming moral leadership to facilitate legitimate and effective public service and service delivery </li></ul><ul><li>New governance philosophies </li></ul><ul><ul><li>Perhaps good governance combined with new public administration/new public management hybrid </li></ul></ul><ul><li>New leadership approaches </li></ul><ul><ul><li>Leading without authority </li></ul></ul>
  14. 14. Implications for Public Leadership and Management <ul><li>New leadership approaches </li></ul><ul><ul><li>Transformational </li></ul></ul><ul><ul><li>Social learning </li></ul></ul><ul><ul><ul><li>Facilitating the competency to deal with adaptive problems through processes of capacity building by means of learning </li></ul></ul></ul><ul><ul><ul><li>From command and control to co-conceptualisation and co-ordination of competency achievements </li></ul></ul></ul><ul><ul><li>New leadership competencies </li></ul></ul><ul><ul><ul><li>The study of Bhatta (2001) </li></ul></ul></ul>
  15. 15. Leadership Competencies for Public Management <ul><li>Comparative study of competencies for managers in the public sector </li></ul><ul><li>USA, Australia, Netherlands,UK </li></ul><ul><ul><li>Understanding and managing the context </li></ul></ul><ul><ul><li>Governance sensitivity and coherent governance </li></ul></ul><ul><ul><li>Strategic leadership </li></ul></ul>
  16. 16. Leadership Competencies for Public Management <ul><ul><li>Persuasive, influential communication </li></ul></ul><ul><ul><li>People and relationships management </li></ul></ul><ul><ul><li>Commitment to achievement and performance </li></ul></ul><ul><ul><li>Managerial expertise </li></ul></ul><ul><ul><li>Intellectual capability </li></ul></ul><ul><ul><li>Honesty and integrity </li></ul></ul>
  17. 17. PUBLIC LEADERSHIP : REDEFINED <ul><li>Democratic and effective public leadership is a dynamic process. </li></ul><ul><li>This process involves the leader with relevant others in the inclusive setting and effective realisation of legitimate and useful goals and objectives. </li></ul><ul><li>The process requires the using of continuous learning in democratic and organisational contexts to improve effectiveness and efficiency in policy and service delivery </li></ul><ul><li>The process has to contribute to improving the quality of life of all citizens. </li></ul>
  18. 18. Selected South African Examples A Rainbow Nation at the Crossroads, or How do you implement a negotiated revolution?
  19. 19. Selected South African Examples <ul><li>South Africa : Celebrate, the Beloved Country </li></ul><ul><ul><li>The miracle (or was it hard work) of the rainbow nation </li></ul></ul><ul><ul><li>Constitutional changes </li></ul></ul><ul><ul><ul><li>The Bill of Rights </li></ul></ul></ul><ul><ul><ul><li>The Constitutional Court </li></ul></ul></ul><ul><ul><ul><li>Independent Oversight Institutions </li></ul></ul></ul>
  20. 20. Selected South African Examples <ul><ul><li>Policy changes </li></ul></ul><ul><ul><ul><li>Towards open and transparent government </li></ul></ul></ul><ul><ul><ul><ul><li>Promotion of Access to Information Act, 2000 </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Protected Disclosures Act, 2000 </li></ul></ul></ul></ul><ul><ul><li>Institutional changes </li></ul></ul><ul><ul><ul><li>Government by fora </li></ul></ul></ul><ul><ul><ul><ul><li>Nedlac, Community Police Forums </li></ul></ul></ul></ul><ul><ul><ul><li>Creation of Senior Management Service </li></ul></ul></ul><ul><ul><ul><ul><li>Professionalisation and competency based </li></ul></ul></ul></ul><ul><ul><li>Leadership changes </li></ul></ul><ul><ul><ul><li>Composition changed dramatically but the jury is out </li></ul></ul></ul>
  21. 21. Summary and Conclusions <ul><li>“ 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 </li></ul>