EN-Decoding the DNA of Public and Private Sector Leaders Report Webversion

8/7/2019 EN-Decoding the DNA of Public and Private Sector Leaders Report Webversion

1/36

DecoDingthe DnA oPublic AnD

PrivAte SectorleADerS

etienne vAn Keer

Jeroen bogAert


2/36

inDex

Research methodoogy

Itrodctio

Sampe popatio

Pbic verss private sector seior eaders: Sma diereces, big impact

Pbic sector: Me verss wome i seior eadership positios

Pbic sector: Seior eaders verss midde maagers

Pbic sector: The ew geeratio o seior eaders, ess is more

Or hypotheses chaeged

Overa cocsios

3

6

8

10

12

14

16

18

24

Testimoias 28

Resorces 33

Abstract 1


3/36PAge

AbStrAct

cmpass a mad w p ad pa ss. Ds , s, m

ad a maam a sa d. i a, pa s s sd as a mak aa

wa p s as d wads pas mma wd. Qss a as a

wa a p s asas p m pa s adsp s?, ad W p s

asas pa s s ads, wa a d add?

g m sa, ad m spa, aa ad ma ss, s m qs

w pa s s pma mak. t w ma pa asas a

w pa p wd, d qs ad mpas as ask w pa

s ads a a p s as assd.

i d dsad wa das ads m ss, w sd hdss bsss Ads

Qsa bAQ aas psa aass ,85 s ads p ad pa ss

ep. o a m, 485 ad m p s ad 700 m pa s. t ss w

mpad s 64,000 pp m a ppa.

i s a a s ds w s ads pa ad p ss a pss a a sma.

Pa s s ads d m mma ad ps asps w pp. t

a a m s-d ad ps ad a m pms w assss sks. P s s

ads d a m pd, m pa ad saa d ad m a. t mak p

md asd s ad as ad ss wk ad mma.

ts ds a sqs asas wa ma a pp sa aq ad dp

s ads. t ds asaa s, ad m asas

p ad pa ss aas p adsp d d aa a pma

asaa dpm .

hds p, 2009

n m s pa ma pd ad/ mad p p, pp, mm, mp ssms a wa was

w p w s hds.

t pd a pa s a dpa ma, pp pss a md, d mp saas, s

ak p aw.


4/36


5/36PAge

introDuction

t mpa adsp s a qsd,

ma wa s. b a adsp sks ad

sss ads maas sam

wk wd?

hw d ads p ad pa ss d?

ca ad sd m m sss-k?

is maam ? t a ads

p ad pa ss sw sma mpam

ad sss ads, s d das adpas a pa sss a appd

pms p maam, ad p

s a pp daw a p pa

s maas m s w maaa ds. t

a d, p s ms a

ass ss kwd, qs ad sks

sd s q aa. D adsp s

ad sss ads ma qd d

w d s, & as p

asas.

beyonD PreJuDiceS

W spak w pp a p s,

sms a a as a s p

ad w s a . P s

asas sw a a ak , a

dmad s ad as a mak ams

mpss maa m pp ad ssa

a s s s a s a a

k a p asa as a md s

a ss p--da ad sa a

maam mds.

ca, s mm ps s m

asas asd ds a m m

m. W s asa s appa

pss, a pa wa psa

p ss a a.

o s sad: uk pa s,

p s w maa s. isp

s d ad ss a, d a

d j p s s d p.

Pp smp p d a p j. t ss

msak w s awas a s sa, s

mmd pss ad adds mm

pjds pp a a p s.

W ddd w a pjds ad

sps ad w d s sd ad

k a s a j wa, as

pss daa aaa ada s

a ad as a sas as pss.


6/36

PAge 4

A nuMber o SounD hyPotheSeS to

WorK With

Ma sas a sad ds

w pa ad p s asas

a w s ra & c, 2005. Sm

sas a dmsad ds ma,

badw, 987, j sasa ad asaa

mmm .. ba & W, 99, 996;

Sas & P, 996 ad ad ss

.. Saas, 982; Sm, 986; Spa, 977. lss

a as pad ds adsp

a ad sss ads s adsp.

As a as adsp a s d s

pa mpa a, dsp ds

sd, smas a a. b p s

asas as w as pa asas a sa

mp ss pp w wk d

a js. ts ss a

asd ad maad d aa a pma

pa.

nss ds a sd ad

dsd a badw, 987; Sm, 986;

rs & Sa, 995; h & c, 200;

b, 2002; Ds, la & ra, 2005 ad w

a sa assm a adsp a

ad s p s asas d ssa

a a sd m s dpd

pa s.

W smmas ms mpa smas ad

ds, asd w w mad

pss ad pa sqs adsp

p s.

our hyPotheSeS

The global context:

Hypothesis 1: P s asas a

sa as mp as pa s asas.

i ass a sa aam, w pss

as, s s w pma, ad a

da spaa m s m, a

sd.

As a consequence we can expect senior leaders in

the public sector to have the same global business

attitudes pattern as senior leaders in the private

sector, showing the same dominant characteristics

dierentiating them rom the global population.

The environment:

t m p s asas s d

m pa s sa was.

Hypothesis 2: P asas pa

a ss sa w, amp, q

as p, w d a d

sa d w ss ad ma

aa was d s.

Thereore, we could expect senior leaders in the

public sector to be more conceptual and innovative

in their approach to dealing with this complex and

rapidly changing environment.


a m mp m w a a

sakds w f dmads .. apa

ad s p. ts d a

pss a s-m ss d

pms sd a qk ad ma.

i d, w, as wa a m pd,

m-sm pss ds-mak,

ak sda ma d dmads

ad pas d sk a d

aa a aas - maj

sakds.

We could thereore expect senior leaders in the

public sector not to be particularly result-oriented,

aiming at achieving short-term results, but rather

cautious and mindul when taking decisions.


7/36PAge 5

Hypothesis 4: S ads p s

a d spp pa ads

p-mak as. P-mak

s ms ass k asks p

asas.

As a consequence, one could expect senior leaders

in the public sector to aim or the longer term and

to assure stability in their organisation, regardless

o political changes and agenda. A conceptual and

strategic ocus seems essential or public sector

senior leaders to allow them to make long-lasting

policies.

The goals:

Hypothesis 5: oa, as pa

s a s as a ad qa. t

a as masa ms p ad ss ad

a psd a d a qa ad a

a. t js p s asas

a a m ams. t a m mp,

ss , as masa ad

m d maa.

As a result public sector senior leaders can be

expected to be less confdent about the outcome o

their initiatives and the way they will be appreciated.

We can also expect them to show less perseverance

in the search or one particular goal and less

determination in achieving (short-term) results.

The structure:

Hypothesis 6: i a, p s

asas ad ads ss ds

ad ss maaa am. i ms sas

a s ad p s as

dsa pw s ds ad spss,

aaa ss, pa ss, , a a

dmd ps, s ad pds.

As a result, senior leaders in the public sector may

adopt dierent behaviours compared with senior

leaders in the private sector. Their business attitudes

are probably more oriented towards rule-ollowing,

monitoring compliance with the rules and detecting

discrepancies. On the other hand, they are less

oriented towards trusting people and dealing with

issues in an inormal way.

t asp w sss ads ad

adsp ma d sa w ss.

t ds ms ms mak

s ad ps sa, sas ad

s s, ds as a

a, ds s ad ds

add s ss, a ad pa w a

w s ads a.

i s sd w ps ss sa

d aa w s pss a

md.


8/36


9/36PAge 7

t bAQ as p, dds s

ad a maam pamms, aa

ss a dpm ad as, a,f ad ad am assm. t q

ma a as masm ma

s qsa ad a a masm

psa s qsa

ddas psa as p spa aa.

i ma s, spds psa

aass a mpad w s a

p a pp ad da w sad.

i psa s, spds dm

a ss ad waksss ass dpsa dmss. i sd, w s ma

s qsa ad mpa s ads

pa ad p ss a

ppa 64,000 ddas.

i 2008, hds r&D c dd a wd

sd sd ma adsp: cd

ma j a wma? va K, e., ba,

J. & t, n., 2008. g sd s

ss d a sd, w a sd sammd mpa p s s ads w

pa s s ads.

SAMPlE POPulATIOn

o ,000 p ad pa s s ads

ep mpd hdss bAQ a a ass.A w samp ppa s sw

w pa. Papas w sd ad

s a: ads asas n, s

p d m n- ad s p

d a n-2, w asd as s

ads.

i d a s w maas a ppad

s s, w as askd mdd maas

ak hdss bAQ. A ,000 epa mddmaas d papa sd.

Papas a s n- ad n-4 w apd

samp.


10/36

PAge 8

SAMPle

PoPulAtion

seede

n We me t age t

Western Europe 103 362 465 66.4% 50 64 9.1%

Non-European 20 22 42 6.0% Unknown 183 26.1%

Unknown 21 0 21 3.0%

t 189 511 700 100.0% t 700 100.0%

seede

n We me t age t

Western Europe 90 212 304 62.7% 50 212 43.7%


Unknown 0 1 1 0.2%

t 140 337 485 100.0% t 485 100.0%

mddemge

n We me t age t

Western Europe 170 353 523 54.8% 50 125 13.1%


Unknown 26 36 62 6.5%

t 315 640 955 100.0% t 955 100%

Private sector sample

Public sector sample


11/36

This research eabes s to compare average scores o

the dieret dimesios o the BAQ or dieret types

o grops:

Pbic sector seior eaders ad private sector

seior eaders

Withi the pbic sector: me ad wome i seior

eadership positios

Withi the pbic sector: seior eaders ad midde

maagers

Withi the pbic sector: seior eaders beow 40

ad seior eaders above 40

Comparig these grops aows s to see whether

sigifcat diereces exist. Ivestigatig these

diereces provides a better derstadig o whatdieretiates maagers i seior eadership positios i

the pbic sector rom other maagers.

I

I

I

I

Whe comparig popatios o the size o this stdy,

eary every dierece becomes statisticay sigifcat.

The mai probem reported i iteratre is that the

p-vae depeds essetiay o two variabes: the size o

the eect ad the size o the sampe (Thompso, 1999;

Cohe, 1994; Harow et a., 1997).

We thereore decided to se the eect size methodoogy

(Robert Coe, 2002) i order to determie diereces

betwee grops. J. Cohe (1988) defes a eect

size o .20 as a sma dierece, .50 as a average

dierece ad .80 as a importat dierece. I the

oowig graphs we wi cassiy eect sizes o .20 to

.39 as sma diereces (*), eect sizes o .40 to .59 as

average diereces (**) ad eect sizes o .60 to .80+

as importat diereces (***).


12/36

PAge 0

the grAPh on the olloWing PAge ShoWS the reSultS o the coMPAriSon

o Senior leADerS in the Public Sector With Senior leADerS in the PrivAteSector.

Public verSuS PrivAte

Sector Senior leADerS:SMAll DierenceS,big iMPAct

t aa a ppa 64,00

ddas s s as a mak w a sa s

5. ts sam mak s as sd aassw w.

As w a s, s ads p ad

pa ss sw a sma adsp p, a

sm ds appa.

rad ema Sa, ads p

s a m ad w a ds, a

ss pms a m s. t a

ss d p mma pas a appa m as. o

ad, s sam ads sw adsp,

a da w asa ps ad psss ad

k s mpm ad a. As

a as Asm ad cssss a d,

s ads p s d s w.

t sw ss sa d ad a m sd

js a pp a wk

w. a, a ss sd s-m ss

ad pa m a p-mak ad -msa psps.

W d smmas s ds sa a

s ads p s a m sd

m s ad pds ad ss dm wa a maa opms, Ams. t

a m sd -m ps ad d

a ad pa ss Sa, Asa,

ia ad ss s-m ss Sa,

rs-d. t a a ss mp wa ad

d pa a a asps ad wks

rs-d, Pp-d, Sa cd. t

ss sw a ads p s a m

d m ad ss d aa. t

a m d a a ads. t a m sd a a -m

sa a w s-m. Appa

spd s ms mpa asp s ads

p s. t a s d

w ad wa s a d. P s s

ads a m md, pa s s ads a

m s-d.


13/36PAge

GRAPH2

Differencebetweensenior

leadersinthepublicandprivatesector

s

Emtinlstbility

Re

laxe

d*

Op

timistic*

Stress-res

istan

t

Dec

isive

Extrversin

Lea

ding

Commun

ica

tive

*

Persuas

ive

Mo

tiva

ting

openness

Abs

trac

t*

Innova

tive

*

Change-orien

ted

Open-m

inde

d

altruism*

Peop

le-orien

ted*

Co-opera

ting

He

lpul

Soc

iallycon

fden

t*

Cnscientiusness

Organ

ise

d

Me

ticu

lous

Ra

tiona

l

Persevering

*

Am

bitious

Cri

tica

l

Resu

lt-orien

ted***

Stra

teg

ic*

Au

tonomous

pceceede

peeceede

6

5

4

7

3


14/36

PAge 2

AS in our 2008 StuDy on eMAle leADerShiP, We Were intereSteD in

unDerStAnDing the DierenceS betWeen Men AnD WoMen in leADerShiPPoSitionS in the Public Sector.

Public Sector:

Men verSuS WoMenin Senior leADerShiPPoSitionS

i sms a m ad wm s adsp

pss p s sw m smas

a pa s. hw, sma dssd a w a ds ma

adsp.

Wa s ms sk p s

s a, mpad m, wm a sw a m

spk p. i s as s wm a

dmsa m spk adsp aass

d mak p. t adaa s s a

pa adsp s, a

smms d pd as ad ad f wa addss spss.

cmpad m, wm p s d

s m eas ad spa Ma

s ad adp a m p mmas. t as d s a m ma appa,

pa m a sa asps Sa

cd. cmpad aa wm w,

aass d Asm a a w,

w ss a aad pa pa

ma psa as ad adp a smwa

psa.

As a as opss s d, ma ad

ma s ads sw a a d adsp. Wm a sw m p a

dd asa, w m a k

p a appas. Wm, w, sw

m psa a as.

Wm s ads p s sm s

a md adsp s, md w a wam

appa, w mpad w m. hw, a

as wam as ma pas pa

s Kawakam, W, & la, 2000.


15/36PAge

GRAPH3

Differencebetweenmalea

ndfemaleseniorleadersinthepublics

ector

Emtinlstbility

Re

laxe

d

Op

timistic

Stress-res

istan

t

Dec

isive

Extrversin*

Lea

ding

Commun

ica

tive

*

Persuas

ive

Mo

tiva

ting

*

openness

Abs

trac

t

Innova

tive

*

Change-orien

ted*

Open-m

inde

d

altruism*

Peop

le-orien

ted

Co-opera

ting

He

lpul

Soc

iallycon

fden

t**

Cnscientiusness

Organ

ise

d

Me

ticu

lous

Ra

tiona

l

Persevering

*

Am

bitious

Cri

tica

l

Resu

lt-orien

ted*

Stra

teg

ic

Au

tonomous

*

feeeedehecec

meeedehecec

6

5

4

7

3


16/36

PAge 4

We WonDereD hoW MAnAgerS in the Public Sector Are PrePAreD to evolve

ProgreSSively to leADerShiP roleS .

Public Sector:

Senior leADerS verSuSMiDDle MAnAgerS

t d , w d a a m mdd maas

ak bAQ d mpa m s

ads. i ap w pa w pd ss mdd maas ad s ads

p s.

t ss a sw a mdd maas a

sam p as s ads, s s

smwa ss pd. i s sk s wa

d ss w sam pa.

ts sss a mdd maas a a ppad

pss ak adsp spss.hw, as d a a

s sa w pa adsp

aass Ds, eas, lad,

Psas, Ma ad Sa. b as

a m d paa as, s

sa dmss k hp, Ms

ad raa.

Wa s ms s a s s s a

a daa pd mpa spp ps

ss sa gs, rsk, & Dks,2005 a ad-w . o as

a ssd a a ad-w

asd psa wd a a ps

sasa ad pma Amad, 2008.


17/36PAge 5

GRAPH4

Differencebetweenseniorleadersandmiddlemanagersinthepub

lic

sector

Emtinlstbility

Re

laxe

d

Op

timistic

Stress-res

istan

t*

Dec

isive

*

Extrversin*

Lea

ding

**

Commun

ica

tive

Persuas

ive

*

Mo

tiva

ting

*

openness

Abs

trac

t

Innova

tive

Change-orien

ted

Open-m

inde

d

altruism

Peop

le-orien

ted

Co-opera

ting

He

lpul*

Soc

iallycon

fden

t

Cnscientiusness*

Organ

ise

d

Me

ticu

lous

*

Ra

tiona

l*

Persevering

Am

bitious

Cri

tica

l

Resu

lt-orien

ted

Stra

teg

ic*

Au

tonomous

seedehecec

mddegehecec

6

5

4

7

3


18/36

PAge 6

bASeD on our inDingS, it SeeMeD intereSting to inD out hoW Senior leADerS

groW in their JobS AS they AcQuire More exPerience. in the grAPh on theolloWing PAge We ShoW the reSultS o Senior leADerS in the Public Sector

AccorDing to 2 cAtegorieS o Age: beloW AnD Above 40 yeArS.

Public Sector:

the neW generAtion oSenior leADerS,leSS iS More

t ss a sw a s ads a

a sma p m pd as,

a p s ss pd. i ks as s ads d p as mdd

maas d w w spss.

t a aadd m paa as, s

a dp pa adsp as.

S ads w 40 s w lad ad

Ma ad as a sq w eas

a. A sa, d s

w opms. S ads w 40 d s

as as as a 40 Asa adop-mdd, w ms opss a,

a a m p a. t s w

c-pa. t a as Sa a m

ca ad Ams wa appa a

sa.

oa, d sa a mpad w s ads

a 40, s ads sw ss aa

paas adsp a, sw a psa am a s ad d s

wa. t d d spas s

ds mak pss ad a awas

pms a m, dp a psa

p ad a ppad a qs das p

wad s.

i s mpa m a p s,

0% s ads a a 40. i

pa s, w 0% a d 40. i s ass a pa s, s ads

sw a m s psa p mpad

as p s. i sms a

m m s-dpm ad m pp

pm w w pds ad mds. i d

ssd a a ps p s

wd adp m dam a dpm

psss, a pas dp

as m qk ad w m s pss.


19/36PAge 7

GRAPH5

Differencebetweensenior

leadersbelowandabove40inthepub

lic

sector

Emtinlstbility

Re

laxe

d

Op

timistic

Stress-res

istan

t

Dec

isive

Extrversin*

Lea

ding

*

Commun

ica

tive

Persuas

ive

Mo

tiva

ting

**

openness*

Abs

trac

t**

Innova

tive

Change-orien

ted*

Open-m

inde

d*

altruism

Peop

le-orien

ted

Co-opera

ting

**

He

lpul

Soc

iallycon

fden

t

Cnscientiusness

Organ

ise

d

Me

ticu

lous

Ra

tiona

l

Persevering

Am

bitious

Cri

tica

l*

Resu

lt-orien

ted

Stra

teg

ic*

Au

tonomous

*

seedeew40hecec

seedee40hecec

6

5

4

7

3


20/36

PAge 8

our hyPotheSeS

chAllengeD

the globAl context, environMent, goAlS AnD Structure inluence

leADerShiP behAviour in the Public Sector.

W ssd a smas ad ds

a , m, as ad s wd

a a f adsp s s ads p s.

Hypothesis 1: P s asas a

sa as mp as pa s asas.

i ass, a sa aam, w pss

as, s s w pma, ad a

da spaa m s m, a

sd.

As a consequence we can expect leaders in the

public sector to have the same global businessattitudes pattern as senior leaders in the private

sector, showing the same dominant characteristics

dierentiating them rom the global population.

W mpa s ads m p ad

pa ss, s a ps a a

mm p s aass da

ms s ads m aa ppa. t

a sw ss d as

a eas lad, Psas ad Ma.

t a m w ms mak dss ad

sa w ms -m psp

asa.

S ads p s s sa

w psa aass cmma

ad oa s-m ss, as

p s s sma as p s

ads pa s.

ts ds a ss w ds b,

Jks & P 999: A ss sw

a hrM hma rss Maam assa w p ad pa ss,

s pss a dss a m ss

pd m. i wds, as

m ds a pss

a s mp. A aass maaa

m a m as sw a mdd

w appas ad dsd d was a

a -m psss, w mms wad

ad akwads, ad a a d s lwds

997, p. 90. ts, sapss hrM psad pas ma a a w ss a m

s .


21/36


22/36

PAge 20


a ss sa w, amp, q

as p, w d a d

sa d w ss ad ma

aa was d s.

Thereore, we could expect senior leaders in thepublic sector to be more conceptual and innovative

in their approach to dealing with this complex and

rapidly changing environment.

i k a a m p

asas, w wad sa w s

ads p s da w apd a

m a a a da ass. i w

pss, w s a s ads

a p s sa Asa adia. t s s a a ad pa

appa d a ss da w as

ad as.

ts s a w ds a:

bazs 982 d a maas pa

s d s mps

pasa, a psas, mpa,

das s ps, a, ad

p-a. o daa a ss a, w sads pa s d appa m

cmma ad rs-d, a ss

sd pa ad asa k a

pas p s ad a ss d

a a ad a appa.

W a a a s ads a p

m a m sd adsp

ad f a. t kp m dsa

m pms a da w, ma maas ad m ss

a a asa aa a ps m. ts,

md w d ss pms, maks

m m sk-as ad m sa ds-

mak.


a m mp m w a a

sakds w f dmads .. apa

ad s p. ts d a

pss a s-m ss d

pms sd a qk ad ma.i d, w, as wa a m pd,

m-sm pss ds-mak, ak

sda a s d dmads

ad pas d sk a d

aa a aas - maj

sakds.

We could thereore expect senior leaders in the

public sector not to be particularly result-oriented,

aiming at achieving short-term results, but rather

cautious and mindul when taking decisions.

t a a s ads p s a

sa d w a a sakds

w f dmads d ss a wd,

dpd paa msas a

a, aad appa ad m

s-m ss.

i w pss, ds sw a s

d s as appa as m p. i smsa ss d s as as

ssd. S ads p s appa

mpd qk ss, ad d, adss

paa msas, maa

dsa m sa ad k a pms a

wa. t s kw a w mak

dss qk, w ssa -,

w a.

t paa m w a pa,maks s ads p s spa

ss ds fs a a as

mak d w ms sss

a a pj.

t a ma as dw a a mda

ad a kds pss ps a a dsppa

mpa p s sss mpad

pa s. t dsadaa s appa m

mpss a s ak , w aadaa s a s m wad a pss,

wa.


23/36PAge 2

Hypothesis 4: S ads p s

a d spp pa ads

p-mak as. P-mak

s ms ass k asks p

asas.

As a consequence, one could expect senior leadersin the public sector to aim at the longer term and

to assure stability in their organisation, regardless

o political changes or agenda. A conceptual and

strategic ocus seems essential or public sector

senior leaders to allow them to make long-lasting

policies.

P s s ads a a m a s

ssa d ad p-mak. t

a d ss spp pa as dpm w sa ad as.

t, a m pss a ads

pa s adp a -m w w

ms d sps. ts ms

a ds, w sw a sa

sa a s ads p s

mpad s ads pa s.

ts m pa ad sa wa da w

sas s pa wa das ms sads p s m pas

pa s. t a sm s ssa

s-m ss d m qms

sk mak, m p ss sss

w ms dads ad a a m sa

ad ma. ts md appa as

dsd a as , sma

adsp a Kawakam, W & la, 2000;

Aaks & hs, 2004.


24/36

PAge 22

Hypothesis 5: oa, as pa

s a s as a ad qa. t

a as masa ms p ad ss ad

a psd a d a qa ad a

a. t js p s asas

a a m ams. t a m mp,ss , as masa ad

m d maa.

As a result, public sector senior leaders can be

expected to be less confdent about the outcome o

their initiatives and the way they will be appreciated.

We can also expect them to show less perseverance

in the search or one particular goal and less

determination in achieving (short-term) results.

Ad badw 987, as pa sasas a ss ams, as a

aad ms m ms. P s

as a ss a smp as a s

ads a smas ps mp ad ss

a as.

o pss was a s ads p

s wd a sw ss d

m s ad appa as.

ts s a md d a s ads p s a sa ss pms a

pas pa s. As, a a

sw ss psa sa a paa

a s a md, as s d ss

dmd ss s-m ss.

ts d s md hj r. & c J. 200:

a a maas p s a ss

sssd a-a , sss a d

as m ad a a-a as pas pa s. ts sws

s as a p s maas:

dsp s pas, ads a

d.

S m sd, d a a a m

adas ad d ad m

pa p ss. S m sd, s

m as appa aas a s ad

as a pma wd ad a ssadas d as ad s -

dss a add.


25/36PAge 2

Hypothesis 6: i a p s

asas ad ads ss ds

ad ss maaa am. i ms sas

a s ad p s as

dsa pw s ds ad spss,

aaa ss, pa ss, , a admd ps, s ad pds.

As a result, senior leaders in the public sector may

adopt dierent behaviour compared with senior

leaders in the private sector. Their business attitudes

are probably more oriented towards rule-ollowing,

monitoring compliance with the rules and detecting

discrepancies, and less towards trusting people and

dealing with issues in an inormal way.

o pss 6 s ad paa s p s asas. t sd Sm

986 ds a ds ps w

p ad pa ss. rs & Sa

995 m a s ads p s

a mp w s ssm; a m

spasd ad aa j dss; ad a s

p asps, s aa,

m s, m as ad m sas.

tstructural limitations ad maaaam a fd psa p

s s ads: adp a adsp s

a s m asd -w ad d

dspas ad s ss w psa

aass w a dsd d pss

5. t s p asas s a

ad a mp ad a as ad ams

a sam pas wads s as.

S ads a s ad da w s

sas ad a adjsd sss adsad.

W s w a w ads

p s. t sm s a m psa ad

ams appa ad sw d a

s asa asd a a appasa

sa. M ad m, sm ad

s ms ad ak m sks d j m

f wa da w m.

ts s a a sa w sqs

ta Maam ps. i pa s s

mmpa ads aad ad wadd

asd psa mpa a aa

js a. hw, sms d

aa ad wad ads p s sam wa. t w s ds wa

a f asa a ad w s

ma Sm, 986; Kjas, 99, ss

mmm b, 2002 ad a ss pms s

pp, as w d sd. ts s m

a a a, psa

a, sa s m mpa

s ads p s a ads

pa s. Kjas, 99.

tstructural limitations ad maaa

am as a sqs wa

s ads p s da w

m. bas a m ss d

s -w ad d dspas,

a ss d adp ma asps w

s. ts ads sa w ss

Asm a ad Pp-d ad Sa

cd as.

o aa, s s a a sa w

sqs ta Maam. Adp s p

ad d dm s s maam,

w, ad A, S. & taa, A.

200, d a a a mpa pma

asa. t ss ss

a asaa mma, pda

js, asaa spp ad sasa w j

s pd s p s s maam.

t ss as sw a s s maamfs a mmm, a

mmm, sm wads a ad

.


26/36

PAge 24

overAll concluSionS

Challenge 1: P s s ads a d

w a d p ss a

ad a ma, ada w asdpds, psss ad s. t, p s

s ads a pa p w ad m

s ad pds, ad a ds a

wa s d d.

Challenge 2: P s s ads a d

w a a asa w

a m, m mpa ma-

as d a d p ss

. i s wa p s s adsa ad a a -m s asd

p, a ad pa k ppa

asa da w ssa as

a .

Challenge 3: P s s ads a ad

ma, dp ad s ws w pd

s p ss. i s a a p ss ads ma mps ad

sas a ps wk amsp a sps

pp d d p ss.

lk a s as, w ms ask wa

s as p s s ads d

m as pa s s ads a

da w, spa w pa p

ss w m pa pa s das

s as pds, ds ss. t add ds w p ad

pa ss ad m, as, ad

s w fs adsp s ad

sss ads ads. hw, w ms

mpd sma d as

s ads ss a a.

chAllengeS or Public AnD PrivAte Sector Senior leADerS: the reSultS We

inD Are in line With the tyPicAl chAllengeS A Public Senior leADer hAS toDeAl With (vAn WArt, 200).


27/36PAge 25

S qss a : wa a p

s a m pa s? t wa a

p s s adsp m d pa s adsp? isad, qs s:

To what extent can both public and private sector

senior leaders learn from each other in order to be

able to deal with the challenges they have to face,

given the fact that those challenges are at least

partly the same, but also partly different?

WHAT PuBlIC SECTOR lEADERS CAn lEARn

ROM PRIVATE SECTOR lEADERS: WIElDInG

InluEnCE, nOT AuTHORITY

Ma k as sa maam

pss a a asa. ts mps a

a sk s f s k m a

a wd a. S ads ms p

w a w aa. t

ms mma ad qk w a

ms s ps sas d wk

asps w d kds pp. ts as

spa as s ads w ak a

s ps.

g sd p p s s ads,

s m mpm w ms

apa d ps, ma aspsw sakds. ts wd p m a

ma, dp ad d ws. o s a

ad as as a a k a ad

as s appd , as as

ws. t a a , p s s ads

d m d pa m a wa ad

w mma, sad s wa ad

w s d d.


28/36

PAge 26

WHAT PRIVATE SECTOR lEADERS CAn lEARn

ROM PuBlIC SECTOR lEADERS: MInDul AnD

InSTRuMEnTAl lEADERSHIP BEHAVIOuR

P s ads a m sd -m

sa ad a pss d d a

pa s. ts a mpa asps mda, w s dsd as adsp

a Kawakam, W, & la, 2000. i appas

a p s s ads a m d

wads sa adsp, mpa

asps sma adsp a Aaks

& hs, 2004. Sa adsp m aa

asma , as da a

d sas q ad aa a s

a a pj a s a a s

ads a s sa adsp sks.

g a m sa w a a,

d ask w m wd k k pa

ads ad sd m -m a a

s-m ad ad ad ad md as

ad s a a ak sks - w pa

asps p s ads.

lEADERSHIP DEVElOPMEnT In PuBlIC AnD

PRIVATE SECTOR

Ma sas bass, 997 a mp ad

p assmd a s adsp app

a d ps asas. hw, sd

spps a p mpa asaa

aas. i sws a asaa s

fs adsp w sd sd

maam hj & c, 200. ts s

adss a a adsp ss p

ad pa ss sa mm d. i s ww

sa wa s ms wa dpads, pa ad p s.

g pp md maaa ds

p ads, sa spp ssm ms

m a dp adsp. pa s

s ads, a s a pamm

dp mps k sa ad s d

s. p s s ads, a a

pamm mma, wk sas

sa pasps s pa s. t

m , a pamm sd

w ssa asaa spp. ea

a sd pdd as w

p w p s d sa a

a .

t ssa spp ad a s spa a

p ads w sw d a

s ad psa a w. t

sd dd ad sppd mpm a,

ad ad d a mm - a m

ma spp, sp ad aa w wd

aa a.

i s as mpa a p ads wadd

s. Ass dads, sa sws a pads a a w d sasa ra

a, 969; baa, 974; lama, 985; Sm,

986; Kjas, 99. t w s opms

w d sd spps s d. Ma

a asd s as k am,

adam ad

as a Kjas, 99.

S ads a paa p a a

a ps. i s wwsa pss a pa ad

p s s ads. ts a s

ads ass p ad pa s a

s, spa ps ads a dsd

a m a .

o p s a s sd w ad p

s s ads, w ma js wa p a

a a as as d as pa ads. W a

d a wa as ad s a as ass pa s s ads as p

s s ads. A a, as w a sw,

p s ad s ws a .

i w s ds a d s, w

ma mak a d.

Ad ads a ss, mak a d s

a a.


29/36

Emotionalstability

Feels anxious or guilty in the event of failure, worried,

lacking calmness, nervous RelaxedFree from anxiety, maintains a calm attitude in the

event of failure, calm and relaxed

Expects things to go wrong, worries about how things

will turn out, pessimistic OptimisticConfident that things will turn out well, does not worry

about how things will turn out, remains cheerful

Susceptible to stress, difficulties to cope with tension

and pressure, quickly affected by si tuations Stress-resistantNot subjected to stress, not particularly bothered by

tension and pressure, not easily affected by situations

Hesitates over decisions, needs time to reachconclusions Decisive Takes decisions quickly, draws conclusions quickly

ExtravErsion

Lets others take the lead, does not take initiative,

does not like giving instructionsLeading Likes to lead, takes initiative, gives others instructions

Does not like speaking, has difficulties to keep the

conversation going, is inarticulateCommunicative

Likes speaking, keeps the conversation going, is

articulate

A poor salesperson, not at ease in negotiations, non

convincing PersuasiveAble to sell, at ease in negotiations, convincing

Uninspiring, lacks a motivating influence, does not

motivate others for the task MotivatingInspires others, has a motivating influence, fills others

with enthusiasm for the task

opEnnEss

Concrete, both feet on the ground, practical-minded AbstractTheoretical, intellectually curious, likes complex,

abstract things

Lacks inventiveness and creativity, rarely thinks of

new ways of seeing things InnovativeIs creative, generates new ideas and thinks of original

ways of seeing things

Prefers routine, needs security, prefers regularity to

variety Change-orientedLikes change, tries out new things, prefers variety to

regularity

Does not see many possibilities, has trouble thinking

up alternatives and optionsOpen-minded

Sees various possibilities, thinks up alternatives and

options

altruism

Enjoys being alone, is not very fond of company, is

focused on himself/herself, does not need company People-orientedEnjoys group situations, is fond of company, is

focused on others, seeks out company

Rarely consults, rarely involves others, does not seek

out cooperation, places own interests above those of

the groupCo-operating

Consults others, involves others, seeks out

cooperation, places groups interests above his/her

own

Self-involved, lacks a helpful attitude, is not

concerned about others, lacks considerateness,

leaves others fend for themselvesHelpful

Helps when others face problems, gives advice, is

considerate

Finds it hard to establish contacts, does not always

get along with people, unfriendly, unpleasantSocially confident

Establishes contacts easily, cheerful, gets along with

people, friendly, pleasant, spontaneous

ConsCiEntiousnEss

Does not work to a plan, pays insufficient attention to

time limits, pays li ttle attention to routine tasks OrganisedPlans carefully in the light of priorities, sets time

limits, pays attention to routine tasks

Not very methodical or meticulous, has little eye for

detail MeticulousWorks methodically and meticulously, pays attention

to details

Pays little attention to facts, relies on intuition, tends

not to quantify, speaks or acts first and thinks

afterwardsRational

Sticks to the facts, evaluates and measures,

quantifies, thinks twice before speaking or acting

Loses heart quickly, gives up when facing opposition,

drops things quickly, rarely sees tasks through to a

successful conclusionPersevering

Does not give up when facing setbacks, keeps trying

and perseveres, persists in the face of opposition,

gets stuck into the task

Not very career-minded, lacks ambition, sets

moderate objectivesAmbitious

Career-minded and ambitious, sets difficult

objectives, wants to go far, wants to get ahead

Not very critical in his/her approach, accepts

information or ideas from others without questioning

themCritical

Examines information critically, identifies potential

drawbacks and limitations

Not very result-oriented, feels little need to achieve a

great result, lacks competitivenessResult-oriented

Likes to achieve results, wants to stand out, is

competitive-minded

Sets short-term objectives, looks at things from an

operational or short-term perspective

StrategicSets long-term objectives, looks at things from a

strategic or long-term perspective

Adapts to the situation, takes account of the

circumstances, does not show own approach or

opinionAutonomous

Influences the situation, makes his/her own mark,

has his/her own approach and opinion

bAQ dmss:

aa654 73 8 921


30/36

PAge 28

teStiMoniAlS

ga, i d p s ad m.

t ss a a sa s pa

s adsp ak ad a s asd aas am a s pa

s a as a maks s pa

adsp. i a d a, a wkd

ms pa ad p ss.

i was a spsd ad a p s

asas pa a ss sa . i m

p, sm p s asas pa a

sa ad a a d a ssd.

t a s a smwa pd wa, wa wa a d. A sam m, sm

pa s asas pa sa s,

sj fa mak ds ad sa

d k a ss ad a

s. i a dd k a pa s

as m as a p s, ad

spds m. b sa sms da a

m pp s w.

, i am s a s sss ads

p s ads a a d wads -

w, , s a p s ads a qd pa w amwk s ad as.

D-a ak ad aa ss, w

s a sps, awd ads

s asas ak ss sks w

ps s-m as. As sd sws, pa

ads a a sm a m p

ads.

Sm qs sd a a appa ad i w

awas mm m: o s a ad as as a a k a ad, as

s appd , as as ws.

Ad ....a sk s f s k m

a a wd a. b s a

mpa sams p s ads.

John Speed,

D hma rss,

epa c Ads


31/36PAge 29

t ss hdss sd m. t

ma p a ms m s a

ads P S. W a a sps P S a a ss a a

s s ws ma adp a sk

as ad m aa appas s

pas. i da, w pp m

a adsp as, w a pa a

mpass dp a a ss adsp a a

m a sa a ad a.

Ewart Wooldridge CBE,

c e,

ladsp da h eda

ud Kdm


32/36

PAge 0

t sd a fs a i s ad m.

i s as s d a s asd sa

sps - s ad asas asd md sas. ca d s a a

ds w pa ad p ss

w w ps mpa a ada

dms.

W a wads a w p kwd

m w w s m ad m a ad

s pp ad pa. ts s w q

asas m p ad pa ss

ad a d a p w w as.

Frank Van Massenhove,

Sa ga,

Ms Sa S

ba da gm

P lad ya 2007

i s a a ads ss a ad sd a

m a, a sm ass, m

m a m s w a p akd, adss s w wk.

t m d s sam d wa s . t

asas a w s a s a sss

adap w msas, w a

pps ad w qms m a p.

t w a dam a psss w

w aw m mamm ams,

ad dmsa a wa wk asd s,

s-maam ad a pa pa.


33/36PAge

t sd s a das p ads a s

d s ad as. i as sws a

dp a das ad k a m aa a s-m ss. t w a m,

w, a s pp w ma. t w a

pa m a pp, m

apas ad s ma. t s

d a w a m a ssa

ad a w pp mma s

ad js d s m

d.

b w spsd damsm ad pa ads ad assa k pw

ma as ad wss

wk m ak ss wa

wa d s.

t sd maks a a w ms wads

a w ads d d pss

smp as a a. isad, a ads as a d pp ad add a

sma das m ams. ra f ds

m w pw, sa kwd a

ps wa w s.


34/36

hds s a ad a pssa ss m,

mp a ,000 pp ass m a 20

s ad ams 00 s.

W a a a mpa.

W pd pma m, a pssas

ad a maam ss.

o pps s pp ad mpas

a as pa.

s, s mas , s, pd

ad spp dpm s pssa

ad maaa a mpa.

addas, pssas ad mps, mas

d s pa ad aspas p

m a a js.

W s dsad ad m ds

s, ws sss ds sss. ts

appa ds ds mak ad pds

da -m pasps.

hds

WWW.huDSon.coM


35/36PAge

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Aaks, J., hs, r., J ., 2004, o sma adsp, bd asas ad asmas, Pap psd a unl gap ladsp Smm, omaa,J 2004.

badw, J., n., 987, P ss pa: n a d, a sqa. P Ps Maam, 6, 8-9.

ba D., l. & W b., 99, cmmm, Pma, ad Pd P oasas, M.e Sap i.

ba D., l. & W b., 996, oasaa cmmm: Ads ad oms P oasas, M.e Sap i.

bak M., r., M M., K., 2006 , t b psa dmss ad j pma: A ma-aass, Ps Ps, . 4, , pp. 26.

bass, 997, Ds asaa-asmaa adsp paadm asd azaa ad aa das?, t Ama Pss, v 52, n 2,0-9.

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bazs, r., e., 982, t mp maa: A md pma. nw yk: J W.

b g., 2002, P ad Pa Maam: Was D? Ja Maam Sds, v. 9, 97-22.

b, g., Jks, g. & P, M. , 999, hma rs Maam p ad pa ss: a mpa mpas, P Admsa, v. 77, n 2,407-20

baa b., 974, gm maas, sss s ad asaa mmm, P Admsa rw, 5, 9-47.

c, r., 2002, is e Sz, Spd, Wa sz s ad w s mpa, Pap psd a Aa c bs edaa rsaAssa, us e, ead, 2 4 Spm 2002.

c, J., 988, Sasa pw aass aa ss 2d d., hsda, nJ: law eaam Assas.

c, J., 994, t ea s rd p


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