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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
8/7/2019 EN-Decoding the DNA of Public and Private Sector Leaders Report Webversion
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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
8/7/2019 EN-Decoding the DNA of Public and Private Sector Leaders Report Webversion
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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.
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8/7/2019 EN-Decoding the DNA of Public and Private Sector Leaders Report Webversion
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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.
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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.
Hypothesis 3: P asas pa
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.
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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.
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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.
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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%
Non-European 1 2 3 0.6% Unknown 44 9.1%
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%
Non-European 2 2 4 0.4% Unknown 157 16.4%
Unknown 26 36 62 6.5%
t 315 640 955 100.0% t 955 100%
Private sector sample
Public sector sample
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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 (***).
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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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 .
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PAge 20
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 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.
Hypothesis 3: P asas pa
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.
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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.
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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.
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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
.
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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).
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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.
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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.
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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
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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
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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
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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.
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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.
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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
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reSourceS
Amad K., Z., b. , 2008, rasp w ad-sda psa ad pma ad sasa uK, ladsp & oasaDpm Ja, v. 29 5, 296-4.
A, S. & taa. A., 200, ts p-s s maam, i . Ja hma rss Maam, 4, 76-92.
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.
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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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