Policy implementation grid Stakeholder Stake or interest resources Action channels open to stakeholder Probability of participation and the manner of doing so Influence as a product of resources and participation Implication for implementation strategy Action plan elements Supportive stakeholders Opposing stakeholders Running head: 1 STAKEHOLDER ANALYSIS 6 Developing Strategic Leadership In The Public Sector Stakeholder Analysis Anise Hawkins Capella University DPA 840 Introduction Sustainable development is dependent on the effective function of the public institutions. The public institutions shape the living standards of the people. When the public institutions are successful the people have high quality services raising their living standards. It is Essential for organizations to identify the public who affect or are affected by the organizations decision. An organization cannot function alone and it requires the support of all the stakeholders. A critical element of developing strategic leadership is the analysis of the stakeholders. It helps to determine how to strengthen the relationship for optimum gain (Joyce & JOYCE, 1999, p. 32). There are two broad types of stakeholders, internal and external stakeholders. Internal stakeholders impact the organizational function from within. For instance, employees and board members are internal stakeholders. External stakeholders influence the organization from without. Examples of external stakeholders are communities and the media. They have a stake in determining the value of the organization. The level of influence, amount of power, level of interest and capabilities of the stakeholders vary (Marr & Creelman, 2011, p. 79). They have strong, moderate or low influence and interests in the organizational function. Some are highly active while others are latent and apathetic. It means that the stakeholders cannot be treated equally in any given project. The have to be classified into different categories through stakeholder analysis. Classifying them helps the organization to develop successful strategies for enhancing the relationships (Joyce & JOYCE, 1999, p. 34). below is a classification of the internal and external stakeholders, the influence/interest grid and stakeholders influence diagram for this project of developing strategic leadership in public institutions. List of internal and external stakeholders Internal Stakeholders External Stakeholders · Managers · Employees · Corporate leaders · Stockholders · Board members · Suppliers · Creditors · experts · Clients · Community partners · Government · Trade unions · Activist groups · Media · Opinion leader · public grid ( High ) KEEP SATISFIED Stockholders Board members ( INFLUENCE ) MANAGE CLOSELY Employees Experts Managers Suppliers Creditors Government Corporate leaders ( Low )MONITOR (MINIMUM EFFORT) Public Societ.

1. Policy implementation grid
Stakeholder
Stake or interest
resources
Action channels open to stakeholder
Probability of participation and the manner of doing so
Influence as a product of resources and participation
Implication for implementation strategy
Action plan elements
Supportive stakeholders
Opposing stakeholders

2. Running head: 1
STAKEHOLDER ANALYSIS 6
Developing Strategic Leadership In The Public Sector
Stakeholder Analysis
Anise Hawkins
Capella University
DPA 840

3. Introduction
Sustainable development is dependent on the effective function
of the public institutions. The public institutions shape the
living standards of the people. When the public institutions are
successful the people have high quality services raising their
living standards. It is Essential for organizations to identify the
public who affect or are affected by the organizations decision.
An organization cannot function alone and it requires the
support of all the stakeholders. A critical element of developing
strategic leadership is the analysis of the stakeholders. It helps
to determine how to strengthen the relationship for optimum
gain (Joyce & JOYCE, 1999, p. 32).
There are two broad types of stakeholders, internal and external
stakeholders. Internal stakeholders impact the organizational
function from within. For instance, employees and board
members are internal stakeholders. External stakeholders
influence the organization from without. Examples of external
stakeholders are communities and the media. They have a stake
in determining the value of the organization. The level of
influence, amount of power, level of interest and capabilities of
the stakeholders vary (Marr & Creelman, 2011, p. 79). They
have strong, moderate or low influence and interests in the
organizational function. Some are highly active while others are
latent and apathetic. It means that the stakeholders cannot be

4. treated equally in any given project. The have to be classified
into different categories through stakeholder analysis.
Classifying them helps the organization to develop successful
strategies for enhancing the relationships (Joyce & JOYCE,
1999, p. 34).
below is a classification of the internal and external
stakeholders, the influence/interest grid and stakeholders
influence diagram for this project of developing strategic
leadership in public institutions.
List of internal and external stakeholders
Internal Stakeholders
External Stakeholders
· Managers
· Employees
· Corporate leaders
· Stockholders
· Board members
· Suppliers
· Creditors
· experts
· Clients
· Community partners
· Government

5. · Trade unions
· Activist groups
· Media
· Opinion leader
· public
grid
(
High
)
KEEP SATISFIED
Stockholders

6. Board members
(
INFLUENCE
)
MANAGE CLOSELY
Employees
Experts
Managers
Suppliers
Creditors
Government
Corporate leaders
(
Low
)MONITOR
(MINIMUM EFFORT)
Public
Society
Trade unions
Activist groups

7. KEEP INFORMED
Media
Opinion leaders
Community partners
(
Low
) (
High
) (
INTEREST
)
Stakeholders influence diagram

8. (
KEY
Unidirectional influence
Bidirectional influence
L
low influence
M
medium influence
S
strong influence
)
(
Employees
) (
Manager
) (
Opinion leaders
)
(
Experts
)
(
M
) (
M
) (
L
) (

9. M
) (
L
) (
L
) (
S
) (
L
) (
S
) (
S
) (
S
) (
S
) (
S
) (
S
) (
SS
) (
Organization
) (
Community partners
) (
Government
) (
Clients
) (
Creditors
) (
Suppliers
) (

10. Board members
) (
Stockholders
) (
Corporate leaders
) (
Media
) (
Trade unions
) (
Activists
)
References
Joyce, P., & JOYCE. (1999). Strategic Management For The
Public Services. Open University Press.
Marr, B., & Creelman, J. (2011). More with less: Maximizing
value in the public sector. New York, NY: Palgrave Macmillan.
S