other hand, it focuses individual and group development plans to close the gaps between the competencies required for job roles and those available (Draganadis and Mentzas, 2005). The capping of competence is too often the outcome. The government of Canada’s Management Accountability Framework (TBS-SCT, 2012) institutionalises ten leadership competencies as the expectations of deputy ministers. It starts with ‘governance and strategic direction’ and culminates in ‘results and performance’. Decisions and actions are framed by functional requirements, public service values and the capacity to grow, learn and innovate. Four key leadership competencies are featured in public service hiring, appraisal and development: 1. Values and ethics – serving with integrity and respect 2. Strategic thinking – innovating through analysis and ideas 3. Engagement – mobilising people, organisations and partners 4. Management excellence – delivering through action, people and financial management Talent management – ensuring there are the right people in the right jobs – underpins the competency framework. Fostering, mobilising and retaining talent is critical in fulfilling the vision of a capable, confident and high-performing workforce. But succession planning and leadership development remain surreal and elusive. Furthermore, an assessment often struggles to differentiate competence from celebrity. T h e n e x u s o f g o o d g o v e r n a n c e a n d l e a d e r s h i p Around the world, questions persist about whether public managers have the right stuff for the job – training, experience, aptitude and values. Pragmatic, flexible and dynamic competency frameworks can help develop authentic leaders. Leadership values Many nations look to the public service as a model of probity, prudence and excellence. Today, good practice is overshadowed by allegations of corruption, unethical leadership and abuse of power in all spheres of public service. While figures making the news are mostly political, public servants bear the brunt of criticism and the burden of strengthened accountability measures. More transparency is viewed as the answer. Opening up government to public scrutiny taps the capacity of public institutions to promote good governance and integrity, and to constrain corruption and wrongdoing. Despite public service value statements and codes of ethics that govern conduct and behaviour, instances ranging from indiscretion to crime abound. Finding authentic leadership is often a difficult task. Personal values and motivations shape attitudes and behaviours. ‘Walking the talk’ strengthens character and helps build trusting relationships. Knowing your capabilities is the start of learning competency. A new brand of ethical leadership that exercises strategic competencies – vision, mentoring, measurement, storytelling, teamwork, service, courage, wisdom, harmony – is needed in the public service. Commonwealth Governance Handbook 2014/15 65 MPs and senators at a joint meeting in the House of Commons in Ottawa Mykhaylo Palinchak / Shutterstock.com
CEP template 2012
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