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The Leadership Dilemma
in a Democratic Society
Page 6 of 7
The Case for a New Leadership Model
The democratic process and the need for elected officials to differentiate
themselves lead to a need to deliver short-term reportable results. The
complexity of government agencies, combined with the distrust which can result
from political campaigns, make it difficult for newly appointed political
leaders and civil service leaders to achieve long term outcomes together.
The inability of leaders to integrate new and existing programs decreases the
agency’s clarity of purpose. When clarity of purpose is lost the shift from
mission outcomes to a focus on day-to-day tasks further erodes long-term results
and leadership capacity.
The trend of worsening long-term results leads to a poor perception of
government and gives rise to cynicism.
New political appointees rely on senior civil servants to help them fulfill
election promises. Short-term results can be quickly achieved in a micro-managed
authoritarian environment. Senior leaders are rewarded for achieving “results”
in spite of the long-term impact on the employees or the organization. This
institutionalizes a command and control leadership style with a short-term
focus.
Reliance on a command and control leadership style to achieve short-term results
undermines the quality and maturity of the workforce. It creates a dependence on
being told what to do which undermines innovation and initiative. As the overall
growth and maturity of the workforce erodes the selection of leaders from this
culture is also negatively affected. The perception that government is not
innovative and does not anticipate necessary changes leads to the need to fix or
re-invent government.
Government and public service institutions are called on to respond to societal
needs. The response to these needs often results in new laws and regulations.
The more additive and complex the system becomes, the greater the disengagement
by both public sector employees and the public. As the general public
disengages, the demands of special interest groups become a stronger force in
shaping the course of government policy and leadership.
©2003
The Public Sector Consortium.
Reproduced by GovLeaders.org with permission.
