policy briefing LEADERSHIP STRATEGY AND PERFORMANCE IN THE PUBLIC SECTOR Policy Briefing 1500 words (not including reference). Context You are part

policy briefing LEADERSHIP STRATEGY AND PERFORMANCE IN THE PUBLIC SECTOR

Policy Briefing

1500 words (not including reference).

Context

You are part

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LEADERSHIP STRATEGY AND PERFORMANCE IN THE PUBLIC SECTOR

Policy Briefing

1500 words (not including reference).

Context


You are part of the organisational development team of single tier UK local authority (see: https://www.gov.uk/understand-how-your-council-works). Your organisation is about to welcome a group of new recruits, who are part of the National Graduate Development Programme (see https://local.gov.uk/national-graduate-development-programme). You are tasked by your manager to provide these new recruits with a background briefing about two crucial elements of organisational life: leadership and performance measurement.

1. Leadership

Provide an overview of the main styles of that are appropriate in the public sector, with a brief discussion of their differences and critiques on those styles. You don’t have to include all possible leadership styles, you can choose the one or two you think are most important for them to know.

2. Performance* measurement

Highlight the main reasons why these are crucial to the organisation, as well as some of the problems or difficulties that may arise.

Guidance

Please present practice examples for each element. As local authorities provide a wide range of services, you have lots of example to choose from: planning and housing; education; public health; environmental services, e.g. bin collections, green spaces; community services; social care.

You can use a creative lay-out to help support the clarity of the briefing, but this will not on its own affect your mark. What this means is: you need to focus on the content first, and the lay-out second; a poor content cannot be offset by a fancy lay-out.

In a good briefing there will be a discussion of the merits or demerits of different leadership styles, and a discussion of what the benefits and difficulties are with performance measurement. If you only list the pros and cons on each element and not provide any discussion, your mark is not likely to reach into the Merit level.

* This is about organisational performance, not staff performance


Here are two examples of examples:

In the leadership section, you might be talking about distributed leadership, and you might give an example where one teacher has a lot of experience of working with children with a particular learning need, and therefore takes the lead on a project to increase awareness and skills amongst other teachers in relation to this need. This is what is called a hypothetical example, where this situation could occur, but you are not making any factual claims about what happened or who did what. This is enough to show that you are not just summarising what you read in the literature, but that you also understand how things work in the day-to-day practice of public service delivery.

The same goes for the performance measurement section. If a rubbish collection route gets assessed on how quickly it is completed, then this might mean that the drivers do a rush job and leave the empty bins all over the street/pavement. This would be an example of where focusing on output may not be conducive to achieving an outcome. We have discussed this quite extensively in the seminars, so you should have some idea on how to use such an example

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