Leadership vs Management in Public Organizations

143
Economics, Management, and Financial Markets 11(1)
2016, pp. 143–151, ISSN 1842-3191, eISSN 1938-212X
LEADERSHIP VERSUS MANAGEMENT
IN PUBLIC ORGANIZATIONS
IONELA GABRIELA SOLOMON
[email protected]
Bucharest University of Economic Studies
CARMEN COSTEA
[email protected]
Spiru Haret University
AUREL MIRCEA NIŢĂ
[email protected]
National University of Political Studies
and Public Administration
ABSTRACT. Over time the concept of leadership was analyzed
from different

perspectives. Some of them refer to human relationships that are
established under
it, others are focus on management as a process. The article
analyzes the evolution
of the concept of leadership, the differences between
management and leadership,
and challenges that may arise in the management process within
a public institution,
namely public administration in Romania. This article aims
aspects of leadership in
public administration such as: the application of this concept in
the decision-making
process, and the changes that are taking place in a public
organization.
JEL codes: H00
Keywords: leadership, management; public organizations;
public administration;
competencies
1. Introduction
“Leadership involves the art of working with people. Knowing
how to lead
does not mean knowing how to dominate, but to know how to
convince
people to work for a common goal” (Goleman, 2002: 222).
Professor Mielu Zlate (2004) defines leadership as “the process
by which
a person establishes a goal or a direction to one or a certain
number of
people, and determines them to act with competence and full
commitment to
their realization.”

144
The term “leader” was used for the first time in the XIV-th
century,
according to The Oxford English Dictionary. Over time, the
term leadership
has taken on several meanings. According to Explanatory
Dictionary of the
Romanian Language, the meaning given to this term is
“management” or
“directorship”.
The leader is an individual who determines the meaning and
direction of
a group, gets the group cohesion, and then manages to motivate
the group in
order to achieve the desired results. From this statement it can
be detach the
components of the concept of leadership. The main element is
the person
who leads. The second, equally important, is the group. We
cannot speak of
leadership and leading function, without a group of followers. A
leader
without a group of followers is a “crazy loner” (Zlate, 2004).
Another
fundamental element that we can findif we study the definition
of leadership
is the goal; leader in theprocess of leading, follows the goal,
that must
become common, and have to be reached by the group after a
certain period

of time.
The leader quality does not refer to the way he presents himself,
but to
the manner he manages to exploit the powers of a group (Petca,
1999).
When we speak about leading a team in a business or a
company, the
style of leadership is very important in ensuring success. Each
of the leaders
will use at a conscious or subconscious level, a certain style of
leadership:
autocratic style, the bureaucrat style, charismatic style,
democratic style, the
people-oriented style, helpful style, task-oriented style, the
style of
transactional leader, or the transformational style.
2. Types of Leaders. A Literature Review
In literature there are many interests to characterize leaders. W.
Bennis’s
vision of a leader is the one of a “social architect”, a
transformer of an
organization that has the ability to create a global vision and to
translate it
into action (Petca, 1999).
According to Goleman’s vision (2007), we have the following
typology
of leaders: visionary leader, counselor leader, peer leader,
democratic leader,
promoter leader, dominator leader.

Manfred F.R. Kets de Vries identifies two main types of
leaders, namely:
the leader as a “chess player”, who makes strategic moves and
the second
type, the leader as a person capable of addressing to collecti ve
imagination
of the people, in order to attract them towards the right path.
Those leaders,
from the second category, motivate people in their activity,
action that leads
to further efforts to achieve various objectives. Apart from the
two leader
types described above, the author states that there is a third
category of
leaders, namely “illusion-leaders” or “leadership as an illusion.”
People who
145
support the existence of this “leadership as an illusion” are not
interested
about who is in charge. They consider the leader as a puppet
manipulated by
other forces surrounding (Kets de Vries, 2003).
Although there are many types of leaders, in practice we focus
mainly on
typologies such as formal leader, informal leader, democratic
leader and
autocratic leader.
It prevails the professional opinion, that if we turn to autocratic
and

participatory character of the leader, we notice: first, autocratic
style requires
authority. This type of leadership pays special attention to
authority
relations, the hierarchy of direct subordination, setting the
objectives first,
establishes and maintains a climate of austerity, confidence in
the potential
of subordinates, who are treated as mere participants in their
work; they
seldom delegate and consult their subordinates or, most often
they avoid this
activity.
3. Leadership versus Management
The terms “leadership” and “management” are often used with
reference to
the same concept. In reality, the two concepts are different,
although they
have many common elements and activities aimed at improving
the
organization.
Warren Bennis, in his “On Becoming a Leader”, identifies
eleven
differences between manager and leader, as quoted below:
tes.
leader
focuses on people.

lies on
trust.
-term view, while the leader has a
long-term
view.
while
the leader respond to ‘What?’.
leader is
guided by medium and long-term results (impact).
challenging
it.
leader is
doing things ‘that have to be done.’”
146
We believe that this characterization, though the two concepts
are defined
accurately, sometimes it might seems exaggerated, since, in
practice, we
meet managers who have a vision on a medium term regarding
their
organization (as in strategic management, where the manager is

setting
target). Meanwhile, the characterization is enlightening in terms
of
membership of the two concepts: the manager belongs to formal
organization, while theleader belongstoinformal organization.
As for the differences between a leader and a manager, there are
many
arguments. They are generally based on the personal behavior of
the
manager and leader, but also on how they manage to convey
their ideas to
the people they work with.
“There is no equivalence between the leader and manager.
Ideally, all
managers are good leaders, but it is not binding. In fact, the
manager
exercises his influence on the team he leads and determines it to
act in a
particular way to achieve those objectives. Especially in
business, success
depends largely on the ability of leaders to convey the vision
and
enthusiasm. It is believed that quality of leadership is essential
but not
sufficient for a successful management” (Păuș, 2008: 17).
4. Management and Leadership in Public Administration
Public and private organizations, are complex entities whose
structure
cannot be understood outside the influences of
environmentanalysis where is
performed their activity. These influences seem to be stronger

in the case of
public organization, due to their characteristics.Leadership in
government is
characterized by an intentional process of influencing,
motivating and
directing a group of people to a common goal. The process of
influencing is
done in a consciously and deliberately way, by a leader. From
this point of
view, influence can be seen as “a person’s ability to affect the
behavior of
others. The successfully use of influence may cause changes in
opinions,
attitudes and beliefs and of course, behaviors” (Cornescu, 2000:
94).
Strategic management is seen as acomponent of a public
manageractivity
thatconsists in broadening the action to “think ahead” for the
entity he leads.
It contains two aspects: defining objectives, strategy, structure
and operating
principles for this entity; measuring theimpact in space, time
and context, of
an important decision that is taken (John, 2000). Any
manager/leader must
ensure the daily activity forthe team he leads, this being
translated into short-
term outlook, which is known as operational management. The
manager also
acts intended to broaden perspectives, in order to create a
horizon of
collective activity on the medium and long term; this area of
concern being
designed in strategic management. From here it is inferred that
the strategic

management concern the public servants located in positions of
147
responsibility, from middle and top management (Nita, 2014).
According to
this model of management, the head of agovernmental
institution, shall not
apply a stereotypical activity since his activity is directly
connected to that
level where strategic decisions are developed.
To be efficient, the public management must take into account:
the
general factors (social, economic, political), the specific factors
in each
organization, personal factors (convictions and personality of
the manager).
Leadership describes a new model of public civil servant, who
is seen as a
true agent of change, serving to introduce a new mentality in
Romanian
public administration (Nita, 2014).
Public manager is considered the new type of manager, running
the
government. This function involves the presence of features
rarely found
among ordinary civil servants, and the degree of responsibility
that it
involves is higher than the officials have. Even in that case, the
position of
public manager is very important for government and for its

future. This is
why, according to Art. 10 of the Rule of implementing
Government
Emergency Ordinance no. 92/2008, regarding the status of civil
servant
called public manager, there are set by law, the competences
necessary to a
public manager as follows:
(1) The competition aims to identify and select those that
demonstrate skills
and competencies and a minimum of general knowledge relevant
to public
administration, required to obtain the status of a public
manager.
a) the eligibility conditions set out in art. 6 para. (2) of the
Ordinance;
b) the ability to use the information and interpretation of data,
to formulate
conclusions and substantiation of administrative decisions;
c) the ability to establish and formulate objectives, and identify
logical
sequence of actions to achieve a specific purpose;
d) capacity to take decisions and to assess their impact;
e) the ability of analysis and synthesis;
f) communication skills;
g) the degree of motivation for specific public office manager;
h) owning skills other than those referred from b) to f) as
appropriate for a
public manager;
i) knowledge of the principles, rules, organization and
functioning of public
administration;
j) the knowledge of principles, rules, organization and
functioning of the EU
institutions, namely Community policies;
k) foreign languages.

148
5. Challenges to Current and Future Leadership in Public
Administration
The function shows the types of problems attributed to a
manager or a
leader, as a result of horizontal management specialization
process and
indicates the right of a manager to use the resources available
within certain
limits, specialization as a result of vertical management
process. The
characteristic of government can be classified according to
several criteria,
namely:
- The material criterion as activity requires the study of legal,
human,
financial, usable in performing tasks;
- Organic criterion determines the description of specialized
agency types;
this means, enumerating the administrative structures, such as
those of
central bodies of public administration.The most rational
criterion is the one
of finality, namely the technical and specific purpose pursued
with each task.
These goals can be classified in terms of geography, according
to the
territory where these are achieved. The tasks carried out by

central
government bodies have general importance, being performed in
the same
manner throughout the country. Other local tasks are limited to
a county or
city, aiming to satisfy specific social requirements.
Based on the purpose criterion, we can say that leadership is
oriented
toward public institutions, to increase the efficiency of the
activity, decision-
making process and solving public needs, increasing the
efficiency of the
executive management, judicious use of labor, and to reduce to
a minimum
the number of administrative officials.
The administrative decision is a complex process of choosing a
possibility from several possible choices, in order to achieve an
objective of
government and influence the activity of at least one person in
the system, to
influence the administrative system in its entirety or just society
in general.
Any administrative decision must meet the following
requirements: to be
scientifically; to have a realistic character; to intervene in a
timely manner;
to be integrated in the overall administrative decisions taken
previously; to
be appropriate.
We define two categories of participants in the foundation and
administrative decisions, depending on: the involvement in
decision-making
- civil servants that are directly involved, civil ser vants and

citizens
indirectly involved and/or professionals involved directly or
indirectly; by
administrative level, we define position in the organizational
structure, there
are public servants from central and local government (John,
2000).
From a political approach to decision making, there can be
distinguish
these characteristics: consideration of policy objectives, the
existence of
political coalition, and theexistence of problemspackages.
Most relevant challenges seem to be related to the status, the
position of
the leader, the position they occupy, by displaying the following
trends:
149
employee’s performance evaluation through selection and
evaluation
activities, but sometimes, it include grievance and disciplinary
cases. In all
other situations, the focus is not on individuals, but on the
positions,
organizational structures, procedures or groups of persons.
Evaluation of
individuals in terms of their business performance requires a
certain quality
of managerial judgment, which places a great responsibility on
the managers

involved in training of civil servants. The efficiency of public
services in
administrationstate is primarily determining the quality of staff.
A system of
public administration, staffed with sufficient financial and
material
resources, but with unpreparedprofessional and managerial
officials, do not
get the results suggested (Androniceanu, 2008).
Any organization needs information in order to survive or to act
successfully. Organizational change includes the actual content
of the
change that occurs within them. In addition to these two
dimensions, the
context of organizational change is as important as the “content
which
formulate a strategy must control both the context in which the
process
occurs and the process itself” (Vlăsceanu 1993: 93).
The success of organizational change depends on the quality of
the
solution found and the effectiveness of its implementation,
which can have
three consequences: (1) implementing effective, the use of
innovation or
change improves organizational performance; (2) implementing
effective,
but the organization’s performance is not affected in any way;
(3)
implementation is not successful. Change can have negative
effects if the
solutions are inappropriate to the context, which does nothing to
highlight,
once again, the lack of interdependence between content and

process of
change.
The leader in public administration evolves on the same
principles as any
other leader. Each group has the responsibility of achieving the
goals of the
organization they belong; each has a set of qualities used to
achieve those
goals. The leader in public administration however, is not only
responsible
for the group to which it belongs, but with all those affected by
decisions
taken within the group. The entire population of a territory may
benefit or
suffer because of the decisions taken by the leader of that
administrative
entity.
This leadership aims to meet the needs of the general public and
its
objectives should be focused on this direction. The leader
appeals to the
charisma and persuasiveness or other talents in order to achieve
the desired
results.
A good leader in public administration has a good sense of
responsibility
and is aware that his decisions can affect in one way or another,
the citizens
and is ready to take responsibility for his acts and decisions.
A good leader knows when to take a decision, when isthe right
moment to
act and whenhe can anticipate certain results.

150
He must have an honest character and to be devoted to his
actions so he
can bring prosperity to the area the leader is responsible of.
6. Conclusion
The public administration in Romania is in the process of
reform, tending
towards a post-bureaucratic system, system to form leaders with
vision, with
decision-making power.
New government leaders should be aware of the importance of
human
resources. Any effort to implement this concept in
administrative reform get
us closer to achieving an administrative system, based on
modern
management, which is responsive and loyal to the citizen needs,
in whose
service public administration should be. It is time for public
administration
to develop a source of authentic leaders. It is agreed or not, the
perception
according to which, we should borrow the concept stated in the
private
sector on how to form successful leaders.
Regardless the leader’s typology, we note that at this attitudinal

behavior
people’s skills are different, with different emphases placed on
the triple
objectives-results-rewards/sanctions. The most effective types
of leaders are
those with a high professional and managerial competences,
with solid
knowledge coupled with management qualities and skills that
will enable
them to promote and maintain appropriate relationships with
subordinates.
Public management means not offering fixed successful recipes
that just
apply step by step; but it can change essentially the perception
of the
administrative phenomenon and administrative action. The
solution to solve
the problems facing public administration in Romania depends
essentially
and cannot be conceived outside its action.
REFERENCES
Androniceanu, A (2008), Noutăţi în managementul public
(Novelty in public
management). Bucharest: Universitară.
Bennis, W., and Bennis, W. G. (2009), On becoming a leader.
New York: Basic
Books.
Cornescu, V. (2000), Managementul resurselor umane (Human
Resources

Management). Bucharest: Tei.
Goleman, D. (2002), Inteligenţa emoţională (Emotional
Intelligence). Bucharest:
Curtea Veche.
Goleman, D. (2007), Inteligenţa emoţională în leadership,
(Emotional intelligence
in leadership). Bucharest: Curtea Veche.
John, A. (2000), Public Service. Bucharest: Economica.
Kets de Vries, M.F.R. (2003), Leaders, fools and impostors:
Essays on the
psychology of leadership. iUniverse.
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Niță, M. A. (2014), “The Importance of Image Management for
a Good Society,”
Research and Social Intervention Magazine 44: 308-320.
Niță, M.A. (2014), “The New Leader for Transatlantic Trend
and Public
Administration. Current Legal,” Juridical Current 59: 65-79.
Paus, V. A. (2008), “Profilul psiho-social al liderului din
instituții și organizații.
(Psychosocial Profile of the Leader of Institutions and
Organizations
Romanian),” Journal of Journalism and Communication 3(4):
17.

Petca, I. (1999), “Changes needed in human resource
management,” AFT Magazine
available online at
http://www.armyacademy.ro/revista1/rev_1.html
Romanian Government, Methodological regulations of
implementation of the
Government Emergency Ordinance no. 92/2008 regarding the
status of civil
servant called public manager, Official Gazette no. 484/2008.
Vlăsceanu, M. (1993), Psychology of Organizations and
Management, Bucharest:
Paideia, available at: http://www.apubb.ro/wp-
content/uploads/2011/02/Capitol-
Leadership.pdf, accessed on 05.04.2015
Zlate, M. (2004), Leadership şi management (Leadership and
Management).
Bucharest: Collegium.
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Advanced News Writing & Reporting Assignment - GROUP

TWO
CASE: PLANE CRASH FOLLOWING TAKEOFF AT DIA
ON BACKGROUND ONLY: A large contention of United
Airlines staff based in Denver, heading to a conference in NYC,
along with Megan Rapino and her wife Sue Bird (you find the
link as to why they are often in Denver), as well as Nathaniel
Rateliff & members of his band The Night Sweats (who just
performed Sunday at Mission Ballroom, but also you figure out
why they may have hung around longer in Denver) were among
those on board a flight that crashed shortly after takeoff at DIA
this morning, and while no one has said it, vibes are among
those here - and the helicopter video that’s just been seen - it
does not look like there are survivors. Zoo animals were on
board. Few members of the public were on board as the flight
was designed for privacy purposes, so for that reason (the stars,
internal VIPs and the zoo animals, which require in-flight
moves by animal caretakers to go from the regular cabin down
into cargo several times a flight), the flight was not listed as a
departing flight on the leaderboard at DIA, and reporters are
already starting to ask why it’s an unlisted number and so
mysterious.
POSSIBLE ROLES: DIA CEO or PIO, United Spokesperson,
NTSB, FAA, Denver Zoo
FACTS WE CAN CONFIRM:
· On Friday morning, 10/29/21, a United 777 Dreamliner flight
#5890 took off enroute to NYC at 8:04am. It had undergone
deicing. The Boeing plane, which can hold up to 388 people, is
believed to have had only approximately 100 passengers on
board.
· The flight was purposefully being kept at a small capacity due
to the fact the flight was scheduled to carry three large animals
from The Denver Zoo to the Bronx Zoo in NY, including a male
and female zebra weighing 800lbs a piece and one infant giraffe
which weighed about 300lbs, which had been abandoned by its
mother, to be taken to a mother giraffe who had just lost her
daughter with the hope the two might form a bond.

· Additionally, the flight was set up by United Airlines
· Due to the crash and investigation, all flights at DIA were
immediately stopped by the FAA who is working in conjunction
with the NTSB which has not declared a transition from search
and rescue to recovery, plus, with weather conditions being as
they are (cold, windy, light snowfall), flights coming and going
- along with the noise of flights so close - can gravely affect the
early stages of investigations this size.
· RTD is transporting people from DIA to various locations as
the flights are guaranteed by the FAA to at least be stopped
until at least 6pm. Free round trips are being offered from DIA
to downtown Denver nonstop for ticketed passengers.
· ON BACKGROUND ONLY: Everyone is talking behind the
scenes about the fact online, there are already references to the
fact Megan Rapione is hosting Saturday Night Live and Rateliff
is the musical guest a week from this Saturday on Nov. 6th. It’s
pretty much a known thing that the stars show up at least a week
in advance to attend the “afterparty” from the show the week
prior, and then dive right into their show for the following
week.
FACTS WE CAN CONFIRM:
· The flight took off on runway 8-east at 8:04am, earlier than
scheduled. The flight was a privately scheduled charter and all
occupants loaded on a private entry just off the United Officer’s
Club on Concourse B. Every individual on board had gone
through TSA security in the main concourse other than the four
trained zoo-animal transport carriers who had loaded up the
animals in the United Cargo Area 45-minutes prior, and gone
through security at that location.
· ON BACKGROUND ONLY: One person scheduled for the
trip who was on the zoo transport team manifest did not show
up and a different person showed up instead. The cargo team
saw nothing wrong with this and allowed the swap as it was
clear the three large animals needed four people to manage
them. United is aware that there had been texts flying around
between cargo and the private concourse gate agents about this

issue, and the fact there were only two zebras scheduled, but
three were brought on board. The transport and donation of
these animals to the Bronx zoo were a part of United’s CEO’s
annual “giving back” campaign, and under time pressure, and to
keep the flight on schedule, a decision was made by a middle
level official not to hold the flight back as the total weight
amount was communicated to be safe.
· FACTS WE CAN CONFIRM:
· If asked, yes, there were some VIPs on board, but at this time
we are not confirming any names on the flight manifest.
· If asked, yes, we are aware there was some sort of change in
the zoo animal manifest, but nothing United can confirm at this
time.
· Zoo spokesperson can jump in and say she is aware three
Zebras were brought to the airport this morning, even though
originally only two were scheduled, and then mention they were
sponsored by United Airlines as a gift from the airline’s CEO to
the Bronx Zoo. (Essentially inadvertently create an open mouth
insert foot moment where other speakers now have to CYA and
move along, but press members may start asking questions.)
· What we all saw is what we know, which is that the flight
lifted up, and only made it about 100 feet in the air on runway
8E until it appeared to “shift” towards the back left and then
crash into the ground just past the runway where the fuselage
hit so hard, the left side appears to have collapsed into the right,
and initially a fire broke out, but the fire was put out quickly
and rescue teams came out to rescue anyone they could, but
never was anyone seen coming off the plane and it appears to be
still smoldering at this time, surrounded by fire trucks and
ambulances. No one has been pulled from the rubble.
ON BACKGROUND ONLY:
· We have a list of all the United Airlines people who were on
board, as well as all of our crew members, and the other VIPs
and their managers/agents/etc. We are crosschecking the list
with whose tickets were scanned at boarding at this time.
United’s head of PR and Media are flying into Centennial

Airport on a private charter and should be here by noon to
handle the reveal - when the time is ready - to share that it
appears these VIPs have died. Concurrently members of that
team are working with the WNBA, The Denver Nuggets, FIFA,
the WNST, SNL, and other PR folks for Rateliff, however, all
of his people were on board, so we’re now working with the
people at the Grammys to see if we can get their input on this
presumed tragedy on how to best handle. Authorities in
Colorado and hometowns for each of the VIPs are being briefed
to conduct door knocks to let the families know it is believed
they are deceased before we make the announcements, as well,
of course, to those who are United and animal transport
employees.
NOTE: THIS IS A HYPOTHETICAL SITUATION ONLY FOR
THE PURPOSES OF PRACTICING PRESS CONFERENCE
INFORMATION DISSEMINATION. NO INFORMATION IN
THIS DOCUMENT IS ACCURATE, TRUE OR SHOULD BE
CONVEYED AS FACTUAL. THIS IS ONLY A PRACTICE
EXERCISE.
1
Administration of Barack Obama, 2015
Executive Order 13714—Strengthening the Senior Executive
Service
December 15, 2015
By the authority vested in me as President by the Constitution
and the laws of the United
States of America, in order to strengthen the recruitment,
hiring, and development of the
Federal Government's senior executives; I hereby order as
follows:

Section 1. Policy. It is in the national interest to facilitate
career executive continuity
between administrations; to increase senior leadership attention
to, and involvement in,
executive recruitment; to reduce unnecessary burdens on
applicants for executive positions;
and to efficiently document demonstrated executive experience.
Furthermore, it is imperative
to periodically explore and promote new selection methods that
effectively and efficiently
identify the most capable and talented candidates for executive
leadership positions to enhance
the breadth and diversity of experiences among our Federal
executives; to better support,
recognize, and reward our executives, especially our top
performers; and to strengthen
executive accountability, all while maintaining a system that is
focused on the public interest
and free from improper political influence. An important aspect
of strengthening our Senior
Executive Service (SES) members is valuing the work they do
every day, rewarding excellence,
professionalism, and outstanding achievement through special
act awards, Presidential Rank
Awards, and other non-monetary and honorary awards.
Consistent with the requirements of
Executive Order 13583 of August 18, 2011 (Establishing a
Coordinated Government-Wide
Initiative to Promote Diversity and Inclusion in the Federal
Workforce), and with merit-based
principles, this order continues to support executive
departments and agencies (agencies) to
develop and implement a comprehensive, integrated, and
strategic focus on diversity and
inclusion as a key component of the recruitment, hiring,

retention, and development of their
SES cadre. Pursuing these goals will significantly improve the
Federal Government's ability to
serve the American people. Unless otherwise noted, this order
applies to career members of
the SES.
Section 2 of this order establishes, under the President's
Management Council (PMC), a
Subcommittee to advise the Office of Personnel Management
(OPM), the PMC, and the
President on senior executive matters, help monitor execution of
an important set of executive
reforms contained in section 3 of this order, and help keep the
Federal Government's
executive management practices current and effective. In order
to identify and maximize the
use of best practices, requirements in sections 3(b)(i) –(iv) of
this order will be implemented in
three phases, with Phase I consisting of seven agencies, which
will execute those reforms in
fiscal year (FY) 2016; Phase II consisting of seven agencies,
which will execute those reforms in
FY 2017; and Phase III consisting of all other agencies, which
will execute those reforms in FY
2018.
Sec. 2. Establishment of PMC Subcommittee to Strengthen the
Senior Executive Service.
There is established the PMC Subcommittee to Strengthen the
Senior Executive Service
(Subcommittee) to inform and support Government-wide
priorities for improved management
of senior executives identified by the Deputy Director for
Management of the Office of
Management and Budget (OMB) in consultation with the

Director of OPM. The
Subcommittee shall consist of five members of the PMC: the
Deputy Director for
Management of OMB, the Director of OPM, and three other
members of the PMC. The
2
Subcommittee will be advised by at least two career members of
the SES to be determined by
the members of the Subcommittee, and shall collaborate with
the Chief Human Capital
Officers Council. Expressions of interest to serve on the
Subcommittee will be solicited, and
final selections will be made by the Deputy Director for
Management of OMB in consultation
with the Director of OPM. The Subcommittee will advise OPM,
members of the PMC, and
the President on ways to strengthen and improve the SES
workforce, as outlined in this order.
In addition, it will identify any Government-wide obstacles it
perceives to executive
management, assist OPM in facilitating career executive
continuity between administrations,
and facilitate communication among the SES cadre.
Sec. 3. Requirements. Under the direction, or, in the case of
sections 3(a)(i) and 3(b)(ii) of
this order, the guidance, of the Director of OPM, and in
consultation with OMB and the PMC
Subcommittee, agencies shall undertake the following actions:
(a) Actions for Immediate Government-wide Implementation.

(i) Starting in FY 2017, agencies should limit their aggregate
spending on agency
performance awards for SES and Senior Level (SL) and Senior
Scientific or
Professional (ST) employees to 7.5 percent of aggregate SES
and SL/ST salaries
respectively. OMB and OPM shall undertake a review of, and
revise as appropriate,
their current guidance regarding aggregate spending on such
awards. In addition,
agencies should allocate awards in a manner that provides
meaningfully greater
rewards to top performers. Within 120 days of the date of this
order, OPM shall issue,
as appropriate, additional guidance regarding the distribution of
such awards.
(ii) The heads of agencies with SES positions that supervise
General Schedule (GS)
employees shall implement policies, as permitted by and
consistent with applicable
law and regulation, for initial pay setting and pay adjustments,
as appropriate, for
career SES appointees to result in compensation exceeding the
rates of pay, including
locality pay, of their subordinate GS employees. Similar
policies shall be
implemented by heads of agencies for Senior Professional (i.e.,
SL or ST) employees
that supervise GS employees. Such policies and practices
support, recognize, and
reward agency executives, especially top performers, in a
manner commensurate with
their roles, responsibilities, and contributions, and may increase
the competitiveness
of SES positions with comparable positions outside of

Government.
(iii) Within 90 days of the date of this order, OPM shall
evaluate the current
Qualifications Review Board (QRB) process and issue guidance
to agencies about
materials that would be acceptable for QRB consideration and
that will serve as an
alternative or replacement to the current lengthy essay
requirement for QRB
submission, which may deter qualified applicants for SES
positions or put an
additional burden on human resources staff. The guidance shall
also advise agencies
about ways to streamline their initial application requirements
for SES positions,
including evaluation of options, such as allowing individuals to
apply by only
submitting a resume-based application and any additional
materials necessary to
determine relevant qualifications, consistent with the new QRB
submission
requirements.
(iv) Within 120 days of OPM issuing the guidance described in
section 3(a)(iii) of this
order, the heads of agencies with SES positions shall examine
the agency's career
SES hiring process and make changes to the process to make it
more efficient,
effective, and less burdensome for all participants. Agencies
shall simplify the initial
3

application requirements for SES positions consistent with the
guidance issued in
section 3(a)(iii) of this order, and should only request critically
necessary technical
qualifications, with the goal of minimizing requirements that
may deter qualified
applicants from applying. Agencies shall also monitor time to
hire of SES positions,
and identify appropriate process improvements or other changes
that can help reduce
time to hire while ensuring high quality of hires.
(v) By May 31, 2016, the heads of agencies with 20 or more
SES positions shall
develop and submit to OPM a 2-year plan to increase the
number of SES members
who are rotating to improve talent development, mission
delivery and collaboration.
While agency specific targets will not be required, this order
establishes a
Government-wide goal of 15 percent of SES members rotating
for a minimum of 120
days (including to different departments, agencies,
subcomponents, functional areas,
sectors, and non-federal partners) during FY 2017, and
thereafter, in order to ensure
the mobility of the corps while also maintaining stability of
operations. Within 45 days
of the date of this order, OPM shall issue guidance for
implementation of section
3(a)(v) of this order. OPM shall evaluate the percentages set
forth in this subsection
on an ongoing basis and make adjustme nts as necessary and
appropriate. These plans
shall take into consideration the policy priorities of the agency,

agency needs and
rules in the context of administration transitions, needs
identified in agency hiring
plans and succession plans, the development opportunities listed
in individuals'
Executive Development Plans (EDP), and the Federal
Government's interest in
cultivating generalist executives with broad and diverse
experiences who can lead a
variety of organizations. These plans shall build on existing
succession management
processes and those established in section 3(b)(i) of this order
to ensure high
potential and top performers have an opportunity to cycle
through rotations. These
plans shall also incorporate, as appropriate, flexibili ties
agencies have such as the
Intergovernmental Personnel Act (implemented in 5 CFR part
334) to encourage
SES members to pursue temporary assignments to State and
local governments,
colleges and universities, tribal governments, and other eligible
organizations, and to
better understand the impact of the Federal Government's work
on those it serves.
Finally, these plans shall include an assessment of the degree to
which these rotation
assignments achieve the desired goals for the individual and
agency.
(b) Actions for Phased Implementation. Under the direction, or,
in the case of section
3(b)(ii) of this order, the guidance, of the Director of OPM, in
consultation with OMB and the
PMC Subcommittee, the reforms listed in sections 3(b)(i)–(iv)
of this order shall be

implemented by agencies on the following schedule: the
Secretaries of Defense, Energy,
Health and Human Services, Housing and Urban Development,
and Veterans Affairs; the
Administrator of General Services; and the Director of OPM
shall implement these reforms by
September 30, 2016; the Secretaries of Agriculture, Education,
Labor, and Transportation, and
the Administrators of the National Aeronautics and Space
Administration, the Environmental
Protection Agency, and the Small Business Administration shall
implement these reforms by
September 30, 2017; the Secretaries of State, the Treasury, the
Interior, Commerce, and
Homeland Security, the Attorney General, and the
Administrator of the U.S. Agency for
International Development, as well as the Directors of OMB and
the National Science
Foundation, shall implement these reforms by September 30,
2018. By October 1 of each year,
OPM shall issue additional guidance after each phase of
implementation that reflects lessons
4
learned and any adjustments to these reforms based on the
agencies that have implemented
them. By the respective date specified above, the heads of
agencies shall:
(i) Establish an annual talent management and succession
planning process to assess
the development needs of all SES members, and SL and ST
employees as

appropriate, to inform readiness decisions about hiring, career
development, and
executive reassignments and rotations. These assessments shall
include input from
each executive, as well as the executive's supervisor, and shall
be used to recommend
development activities and inform the organization's succession
planning, decisions
about duty assignments, and agency hiring plans;
(ii) Proactively recruit individuals for vacant SES positions a nd
regularly review those
recruitment efforts at the Deputy Secretary (or direct designee)
level on at least a
quarterly basis, consistent with existing rules and regulations.
Establish a mechanism
to track, and raise for appropriate senior-level attention,
information about each
position that agencies are seeking to fill, including, at a
minimum, source of the
recruitment, number, quality and diversity (as available) of
applicants, source of
applicants (subcomponent, agency or non-government), and
timeliness of the hiring
process. Use the talent management and succession planning
process described in
section 3(b)(i) of this order and agency hiring plans to inform
these recruitment
efforts; and develop a tailored outreach strategy for proactive
recruitment for key
strategic positions;
(iii) Require supervisors of executives in their agency to work
with their subordinate
executives to update EDPs for each executive required by 5
CFR part 412.401, to

include at least one developmental activity annually and at least
one leadership
assessment involving employee feedback (for example, 360
degree-type reviews)
every 3 years to inform each executive's developmental needs.
In addition, non-career
SES and equivalent appointees should also have one leadership
assessment during
their first 2 years, and additional assessments every 3 years
thereafter; and
(iv) Establish a formal Executive Onboarding Program informed
by OPM's Enhanced
Executive Onboarding Model and Government-Wide Executive
Onboarding
Framework, which shall provide critical support and guidance to
executives through
their first year of service in new positions, consistent with
guidance to be issued by
OPM no later than 60 days after the date of this order.
Onboarding shall be provided
for career and non-career SES, SL and ST employees, and SES-
equivalent positions.
Sec. 4. Additional Implementation Considerations. (a) Actions
for Agencies with SES-
Equivalent Positions. Certain agencies have independent
authorities enabling them to establish
positions that are equivalent to SES or Senior Professional
positions, or an executive personnel
system that includes such positions. Whether the positions or
employment systems are
established in title 5 (for example, FBI/DEA SES) or in other
titles of the United States Code
(for example, Senior Foreign Service, Defense Intelligence SES,
Senior National Intelligence

Service), the agency head shall determine the extent to which
the agency implements policies
and processes to support objectives identified in sections 3(a)
and 3(b) of this order for such
positions consistent with the agency's authorities and purposes
for which the law provides
them, with such consultation with the Director of OPM, OMB,
and the PMC Subcommittee as
the agency may require.
5
(b) Agency Status and Reporting. Within 45 days of the date of
this order, OPM will issue
guidance, concurrent with guidance in section 3(a)(v) of this
order, that defines regular
reporting on the status of each agency's implementation of the
provisions in this order.
Sec. 5. General Provisions. (a) Nothing in this order shall be
construed to impair or
otherwise affect:
(i) the authority granted by law to an executive department or
agency, or the head
thereof; or
(ii) the functions of the Director of OMB relating to budgetary,
administrative, or
legislative proposals.
(b) This order shall be implemented consistent with applicable
law and subject to the
availability of appropriations.

(c) This order is not intended to, and does not, create any right
or benefit, substantive or
procedural, enforceable at law or in equity by any party against
the United States, its
departments, agencies, or entities, its officers, employees, or
agents, or any other person.
BARACK OBAMA
The White House,
December 15, 2015.
[Filed with the Office of the Federal Register, 11:15 a.m.,
December 17, 2015]
NOTE: This Executive order was published in the Federal
Register on December 18.
Categories: Executive Orders : Senior Executive Service,
strengthening efforts.
Subjects: Government organizations and employees :
Recruitment and retention, strengthening
efforts.
DCPD Number: DCPD201500890.
Copyright of Daily Compilation of Presidential Documents is
the property of Superintendent
of Documents and its content may not be copied or emailed to
multiple sites or posted to a
listserv without the copyright holder's express written
permission. However, users may print,

download, or email articles for individual use.
10/27/21, 12:10 PM PUB-7022 v1: Executive Leadership in
Public Administration (9575856882) - PUB-7022 v1: Executive
Leadership in Public Ad…
https://ncuone.ncu.edu/d2l/le/content/221615/printsyllabus/Print
Syllabus 1/4
Week 1
PUB-7022 v1: Executive Leadership in Public Administratio…
Evaluating Senior Executives and Political Appointees
The U.S. federal government is made up of a significant amount
of departments and
agencies. The secretary of each department is a political
appointee that is appointed by
the President of the United States and confirmed by Congress
through confirmation
hearings that are publicly aired. Upon confirmation, each senior
executive leader has
responsibility for their respective department’s missions and
objectives. Secretaries each
have deputies that help facilitate the organization’s business at
the head quarter’s level.

Within each department below the head quarter’s level are
various agencies, which are
also led by political appointees at the undersecretary level.
Below that are deputy
undersecretaries, chiefs of staff, and another senior executive
service (SES) professionals
and other government employees.
Figure 1. U.S. federal government departments and agencies
The senior executives are responsible for the overall mission of
each agency and each
office. The organizational structures of each agency are usually
complex and have
different layers and offices that are tasked with sub-level
mission sets that constitute the
larger agency and department missions. The same is true with
state-level governments. All
public agencies usually have different layers of authority that
oversee different
component of the organization’s mission.
This week, you will evaluate the roles and responsibilities of
senior executives within the
U.S. federal government. You will assess the different
components within a federal

department to understand the enormity of each department and
the leadership
https://ncuone.ncu.edu/d2l/home/221615
Syllabus 2/4
Books and Resources for this Week
Blaskova, M., Adamoniene, R., &
Petrauskiene, R. (2017). Appliance of
public senior executives competences
for municipality activity efficiency...
Link
Light, P. C. (2015). Back to the future
on presidential appointments. Duke
Law Journal, 64, 1499.
Link
requirements for running a major public organization. It is
important to recognize the
different levels of government, the function of each federal
department and agency, and

the steps involved in managing public agencies, especially those
that provide a direct
service to the public. To understand how these federal agencies
work, you must first
recognize the organizational structure, leaders, and strategies
employed.
Be sure to review this week's resources carefully. You are
expected to apply the
information from these resources when you prepare your
assignments.
Heads-Up to the Signature Assignment
Your culminating Signature Assignment (due in Week 8) will be
a reflection of all that you
have learned within the course, and it may require that you
complete some work ahead of
time. To ensure you are prepared and have adequate time to
complete this assignment,
please review the instructions by looking ahead to Week 8. You
can contact your
professor if you have questions.
For your Signature Assignment, you will serve as a state
government coordinator for a
new state-wide initiative in an effort to consolidate critical

resources based on
governmental mandate and budget reduction.
83.33 % 5 of 6 topics complete
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Mayer, M. (2018). Political appointees
must do better. U.S. News - The
Report, 26–27.
Link
Obama, B. (2015). Executive Order
13714--Strengthening the Senior
Executive Service. Daily Compilation of
Presidential Documents, 1–5.
Link

Solomon, I. G., Costea, C., & Nita, A. M.
(2016). Leadership versus management
in public organizations. Economics,
Management & Financial Markets...
Link
Week 1 – Assignment: Assess the Nomination and
Confirmation Processes for Federal Agencies'
Executive Leadership
Assignment
Due October 31 at 11:59 PM
Executive leadership in the public sector is affected by complex
challenges. Executive
leaders often struggle with making decisions that affect millions
of Americans. The
decisions they make must be the results of sound judgment and
strategies. For this
assignment, you are the chairperson for a special advisory
committee on executive
leadership that serves at the pleasure of the President of the
United States. Your goal for
this assignment is to identify and recommend an individual to
the President of the United

States for the cabinet position of Secretary of Health and
Human Services. Prepare a
PowerPoint presentation that addresses the following:
1. Describe the selectee’s professional experiences and
expertise.
2. Explain the qualities of the selected, and then explain why
you recommend this
person’s nomination to the President of the United States.
3. Assess the selectee’s professional record and justify any
potential reason(s) this
individual might not be confirmed by the U.S. Senate.
4. Explain the confirmation process.
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Syllabus 4/4

Length: 5-7 slides, not including title and reference slides
References: Include a minimum of 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration
of the ideas and concepts
that are presented in the course and provide new thoughts and
insights relating directly
to this topic. Your response should reflect graduate-level
writing and APA standards. Be
sure to adhere to Northcentral University's Academic Integrity
Policy.
Upload your document and click the Submit to Dropbox button.
Political Appointees Must Do Better
Public servants aren't there to enrich themselves, they are there
to serve the
American people.
By Matt Mayer Contributor April 30, 2018, at 6:00 a.m.
A V I E W O F T H E W H I T E H O U S E I N W A S H I
N G T O N , D . C . ( B R AN D O N S M IAL O W S K I/ AF
P /G ET T Y IM AG E S )
AL L TO O OFTEN, pol i ti c al appoi ntees i n both Republ i
c an and Dem oc rati c adm i ni s trati ons

get i n troubl e for us i ng taxpaye rs funds un wi s el y (i f
not i m properl y) or abus i n g thei r
pos i ti ons . In the l as t few m onths , the m edi a has c overed
Hous i ng and U rban Devel opm ent
Sec retary Ben Cars on's e xpens i ve furni tu re dec i s i on
(not i m proper, but c erta i nl y un wi s e),
Envi ronm ental Protec ti on Adm i ni s trati on Adm i ni s
trator Sc ott Prui tt 's s oundproof
p h o n e b o o t h (l i k e l y i m p r o p e r), a n d tra ve l a
rra n g e m e n t s o f s e ve ra l Tru m p Ad m i ni s trati on
offi c i al s (unwi s e). Thes e i rres pons i bl e dec i s i ons
tarni s h hard -earned reputati ons and, m ore
i m portantl y, underm i ne th e s ubs tanti ve pol i c y work of
the adm i ni s trati on and pres i dent for
whom the y wo rk .
[O P I N I O N : A Go vernm ent That Look s Li k e Trum p ]
From us i ng pri vate em ai l ac c ounts or s ervers to s hi el d
thei r work (i m proper) t o l avi s h
s pendi ng dec i s i ons s uc h as Obam a Adm i ni s trati on
General Ser vi c es Adm i ni s trati on head
Martha J ohns on s pendi ng over $800,000 i n Las Ve gas (i m
proper), pol i ti c al appoi ntees
regardl es s of party m us t s top doi ng thi ngs they tec hni c
al l y c an, but s houl dn't do, and m os t
defi ni tel y s houl d s top doi ng thi ngs that are i m proper
and/or i l l egal . The y m u s t rem i nd
them s el ves they are there to s erve the peopl e, not enri c h
them s el ves or l i ve l i k e Fortune
500 CEOs .
I have fi rs t -hand e xperi en c e wi th thi s probl em .
COMMENTARY

https://www.usnews.com/topics/author/matt-mayer
https://www.usnews.com/opinion/articles/2018-03-02/jared-
kushner-ben-carson-and-how-donald-trump-is-corrupting-
politics
W hen I s erved i n the Bus h adm i ni s trati on at the U.S.
Departm ent of Hom el a nd Sec uri ty, I
routi nel y s a w fel l o w pol i ti c al appoi ntees tak e
advantage of ever y perqui s i te pos s i bl e and
then s om e. I vi vi dl y rec al l travel i ng wi th s e veral ap
poi ntees onc e who bec k one d m e to go
wi th them at the ai rport. A pparentl y, the y woul d c on nec t
wi th a Trans portati o n Sec uri ty
Adm i ni s trati on pers on wh o woul d tak e them around the s
ec uri ty s c reeni ng the publ i c had to
endure. I refus ed to parta k e i n the prac ti c e s tati ng that i f
m y fam i l y and f ri ends had to be
s ubj ec ted to the i neffi c i ent and needl es s TSA s c ree ni
ng, then I s houl d have t o do i t, too. I
m ay have been m oti vated by ethi c s , but I was m ore m oti
vated by the fear of bei ng i n a
s tory i n The W as hi ngton Pos t.
W hen I di d have a per qui s i te, I tri ed to e xtend that
advantage broadl y . For e xam pl e, a c ar
and dri ver c am e wi th m y pos i ti on. Ins tead of l etti ng the
c ar s i t i dl e when I di dn't need i t, I
i ns ti tuted a s ys tem bas ed on s eni ori ty that m ade th e c ar
avai l abl e to anyone i n the offi c e
who needed to go to a m eeti ng outs i de our offi c e. I fi gured
at l eas t we c oul d s ave ta xpa yer
funds on ta xi s by l e veragi ng the s unk c os t of the c ar.
Agai n, I di dn't i m pl em e nt thi s pol i c y
bec aus e I was the m odel appoi ntee; I di d i t bec aus e i t s

eem ed was teful and s tupi d not to
do i t.
W hen publ i c offic i al s engage i n unwi s e or i m proper
dec i s i ons , i t does n't j us t harm thos e
i nvol ved and the p res i dent, i t further und erm i nes th e
peopl e's bel i ef i n gover nm ent when
that bel i ef i s al ready woef ul l y l o w. If we want to res
tore Am eri c a's fai th i n go vernm ent,
pol i ti c al appoi ntees need to s tart by dem ons trati ng they
are there for the ri gh t reas on;
nam el y, to s erve the p res i dent and the peopl e by p utti ng
good pol i c y ac ti ons ahead of
perqui s i tes and pam peri ng.
[ P H O T O S : TH E S TA TE O F CIVIL RIG H TS ]
It goes wi thout s ayi ng tha t the pay i s n't g reat to wo rk i n
governm ent, es pec i al l y for non -
c areer appoi ntees who l i k el y won 't get the reti rem e nt
benefi ts of l i fel ong gov ernm ent
em pl oym ent. Nonethel es s , the opportuni ty to do g r eat thi
ngs to advanc e an agenda for
Am eri c a needs to be paym ent enough. If s om eone c ons i
deri ng an appoi ntm ent i s n't wi l l i ng
to uphol d the hi ghes t s tandard or, at a m i ni m um , be wi l l
i ng to have e ver y dec i s i on they
m ak e bec om e a frontpage news s tor y, then the y s h oul d
do them s el ves , the pres i dent and
the publ i c a favor and dec l i ne to s erve.
Ever y pres i dent has enou gh pres s ure on hi m regardi ng
dec i s i ons he has to m ak e and
defend, appoi ntees s houldn't m ak e i t even harder by forc i
ng hi m to defend t hei r dec i s i ons ,
too . It i s n't that hard to d o the ri ght thi ng, i s i t?

Matt Mayer, Contributor
Matt A. Ma yer i s the C EO of Opportuni t y Ohi o and f orm
er s eni or offi c i al at the U.S.
Departm ent of Hom el and Sec uri ty.
https://www.usnews.com/news/the-
report/photos/2018/04/03/photos-the-state-of-civil-rights-50-
years-after-mlks-assassination
https://www.usnews.com/topics/author/matt-mayer
http://www.opportunityohio.org/
Copyright 2018 the U.S. News & World Report, L.P. All rights
reserved.
References
Mayer, M. (2018). Political appointees must do better. U.S.
News - The Report, 26–27
Obama, B. (2015). Executive Order 13714--Strengthening the
Senior Executive Service. Daily Compilation of Presidential
Documents, 1–5
Solomon, I. G., Costea, C., & Nita, A. M. (2016). Leadership
versus management in public organizations. Economics,
Management & Financial Markets...

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