Leading During Uncertainty and Economic Turbulence: An Investigation of Leadership Strengths and Development Needs in the Senior Irish Public Sector

摘要

The Problem. The high-profile business and political failures characteristic of the global crisis call into question the role of leaders and leadership in these events. The capability of senior leaders to predict, prevent, manage, and overcome crises and uncertainty is critical for organizational success in both the private and public sectors. Little is known about the capabilities and competencies required of public leaders to effectively manage in turbulent times. A greater understanding of these issues has important implications for Human resource development (HRD) in terms of training needs analysis, intervention design, delivery, and evaluation for public sector leaders. Taken together, there is a gap in our understanding of public sector leadership capability during times of crises and uncertainty. The Solution. Using a 360-degree assessment approach, this article explores perceptions of leadership among senior public sector managers in Ireland during uncertainty and economic turbulence. The study analyzes qualitative comments and presents findings from 1,200 surveys regarding senior leadership strengths and development needs in 2010, when Ireland was in the height of economic and fiscal uncertainty. The findings indicate that five competencies (communication, character and integrity, personal energy and passion, delivering results, and engaging the organization in developing strategy) account for 75% of all comments relating to senior public sector leadership strengths. Ten competencies account for 77% of all comments relating to senior leaders' development needs (communication, resources to cope with demands, delivering results, decision protocols, character and integrity, making changes happen, engaging the organization in developing strategy, ensuring accountability, strategic vision, and building teams). The Stakeholders. This article will be of particular relevance to HRD academicians and practitioners, especially those interested in public sector leadership.