This presentation is about challenges to leadership in a Goverment sector. Very informative presentation.

2.  Leadership is one of those qualities that is
easier to recognize than define.
 Leaders are people who do the right thing;
managers are people who do things right.
 Leadership is the ability to influence or
inspire others towards achieving leader’s goal
 A Leader need to create a vision and
motivate people towards achieving it.

3. Is leadership approach different in
Government Agencies or Private
Sector enterprise?
Yes, it is….

4.  External or international challenges
 Internal challenges

5.  Better Understanding of the variety of
developments that are frequently
characterized as globalization

6. Globalization is the result of:
 Technological developments
 New approaches to commerce, trade and
finance
 Rapid dissemination of cultural or political
events from one country to another
 Leaders in Government face above
challenges on regular basis.

7.  Evolution of technology has made citizens
aware of what’s happening around
 Government Officers are continuously being
questioned for their actions.
 Government agencies have tremendous
pressure to perform.

8.  Damage to Nuclear Reactors in Fukushima Plant
in 2011 caused lot of hue and cry in Japan.
 Environmental activists in India protested
commissioning of Nuclear Power Plant in
Kudankulam, citing Fukushima disaster
 Government Agencies had tough time to
convince people
 Atomic Energy Regulatory Board had to review
the safety provisions from scratch and carry out
certain improvements.

9.  Nations are not alone
 Many Free Trade Blocs are being formed
 European Union is economically integrated as
one entity
 Regional cooperation is becoming common
 National boundaries are permeable
 Government agencies have to cautiously deal
with this sort of situation

10.  Pressure for more transparent and less
corrupt governance
 Development of democratic institutions
 Country example – Russia: every year Russia
loses up to 33 billion USD due to corruption
(according to president D.Medvedev)

11.  Managing inequality is one of the primary
goals of governments
 The gap between rich and poor is now at its
highest level in 30 years in most OECD
countries (OECD Report, 2014)
 Country example – Russia: dissolution of the
USSR led to formation of such social groups
as oligarchs and poor classes

12.  The existence of a strong civil society
 universal access to public
infrastructure and facilities
 equal access to public information
 Equity in the distribution of wealth and
resources
 Appreciation of cultural diversity
 Effective leadership
 Create positive narratives of an inclusive society
of the future

13.  Women
 Youth
 Older Persons
 Persons with Disabilities
 Indigenous Peoples
 Migrants
 Ethnic and Religious Minorities
 People living with HIV/AIDS

14.  Inequalities in political power
 Inequalities within households
 Differences in legal status and entitlements
 Gender division of labour within the economy
 Inequalities in the domestic/unpaid sector
 Violence against women
 Discriminatory attitudes

15.  World map of democratic countries in 2009

16. Consequences of democratization
 Awakening of the population
 Strong pressure on leaders
 Various claims and demands
 Pressing demands for more accountability in the public actions
 Emergence of national and international pressure groups
(associations and NGOs) as Amnesty International, Reporters
Without Borders, Transparency International, etc.

17.  Developing Managerial Effectiveness (time-
management, prioritization, strategic thinking,
decision-making and getting up to speed with
the job)
 Motivation (the challenge of inspiring or
motivating others to ensure they are satisfied
with their jobs and working smarter)
 Developing employees (developing others,
including mentoring and coaching)
 Guiding change (knowing how to mitigate
consequences, overcome resistance to change
and deal with employees’ reaction to change)

18.  Managing Internal Stakeholders and Politics
(gaining managerial support and managing up
and getting buy-in from other departments,
groups or individuals)
 Nepotism

20.  increasing emphasis upon responsiveness to
citizens’ demands
 government officials to have a better and
clearer understanding of exactly what their
citizens are seeking or expecting
 engaging the citizens or a civil society in
strategic planning exercises.

21.  Use case methods, individual and group
simulation techniques
 Don’t use the term “training” for top
government officers. Rather use the words
such as competency enhancement initiatives,
workshops, roundtables, working groups,
policy dialogues, etc., as they have much
less negative connotations

22.  For competency enhancement workshops,
involve trainers or individuals who have had
prior experience at a comparable level of
government service.
 Another critical factor often is the
attractiveness of the location in which the
activity is being carried out.

23.  One particularly good strategy is to organize
activities around a particular task or policy.
 Another very good approach, especially for
newly elected policy makers, is the creation
of orientation sessions or seminars at an
early point in their elected terms.

24.  Most senior level policy makers are
reluctant to spend more than a couple of
days involved in such activities. So keep
the training sessions or workshops for short
duration.
 If a longer time frame is necessary, divide
the activity into different segments and
spread it over several months.

25.  Creation of teams of individuals drawn from
different units, agencies, departments or
governments
 Focus on techniques and processes that
promote effective collaboration among
individuals

26.  If you are effective as a manager then you and
your organization will benefit.
 On the other hand if you are ineffective as a
manager, any deficiencies that you have can
potentially translate into inefficiencies within
your organization.
 It is therefore important for you to take control
of your own development as a manager to ensure
that you are able to address your weaknesses in
your management skills and build further on your
strengths.

28. The Seven Principles of Public Life
 SELFLESSNESS
 INTEGRITY
 OBJECTIVITY
 ACCOUNTABILITY
 HONESTY
 LEADERSHIP
 OPENNESS

29.  To minimize corruption and unethical
behavior
 To improve efficiency and time-management