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Reports & Articles
“Public Sector Core Leadership Practices: Paradoxes of Leadership”
The Public Sector Consortium’s Community of Practice convened a working group of representatives from the National Security Agency (NSA), the Environmental Protection Agency (EPA), Federal Energy Regulatory Commission (FERC), Veterans Affairs (VA), National Aeronautics and Space Administration (NASA), Health and Human Services (HHS), Food and Drug Administration (FDA), and the Reserve Officers Association of the U.S. and the Graduate school, USDA, who began to meet monthly for the purpose of re-inventing the practice of public leadership. They believed that a crucial first step in the process was to define the essential practices of the profession.
“The Leadership Dilemma in a Democratic Society”
After describing the core practices, the group began a second year of work as it pondered the question: why do leaders complain that in spite of attending leadership training they are rarely asked or rewarded for leadership performance? With this challenge in mind the group began looking at the underlying systems and structures that incentivize the behaviors of public leaders. They attempted to describe these systems in terms that were shared by all of their organizations. The shared answers evolved into themes, which were then developed into systems maps. The maps are designed to help enlarge our perspective and to create a greater understanding of our governmental structures, thereby making it possible to collectively improve the larger system that serves us.