The formula for good public-sector managers: An Exploratory Sequential Study Using the Most Valuable Performer Survey Data to Test the Competencies and Behaviors of Public Sector Managers.

摘要

Does the public sector have a greater need for leadership or for better management? The correct answer may be yes to both questions. Many theorists describe leaders and managers as two different entities; but the public sector may need individuals who possess both traits. Indeed, as our nation struggles through an economic crisis, the need for knowledge, effectiveness, and perfection is at an all-time high. This study examines the complications faced by managers in the public sector as they struggle to lead in a highly political environment; it examines the competencies and behaviors that help leaders identify the characteristics of an effective /successful public-sector manager, through the Most Valuable Performer survey instrument; and it identifies how organization development methods and intervention techniques can make a difference in attaining, training, and retaining good managers. This study also examines the differences between private-sector and public-sector organizations and identifies ways to prepare public-sector managers and leaders for the future. Three leadership styles are briefly examined— transactional, transformational, and charismatic—because of their commonality in industry and their importance to the effectiveness of public-sector managers. Also investigated are what methods can be most beneficial in a complex political environment of public-sector agencies.