Public Service Leadership Model Public Service Leadership Model The standard for effective government leadership Capable and responsive leaders rarely appear by accident. The best organizations set—and empower leaders to meet—a consistent standard for effective leadership. That’s why we developed the Public Service Leadership Model, the standard for effective government leadership. The model identifies the two core values leaders must prioritize, and the four critical competencies they must demonstrate, to achieve their agencies’ missions and desired impact. By using the model, leaders can evaluate their performance, assess their leadership progress and chart a course for growth. Read the Public Service Leadership Model pocket guide Dig deeper into each competency: Becoming Self-Aware – Engaging Others – Leading Change – Achieving Results Components The model identifies four key leadership competencies—and several sub competencies— government leaders need to grasp to best serve our country in the 21st century. The four competencies align with and supplement the federal government’s Office of Personnel Management Executive Core Qualifications, providing leaders with a clear guide to address government’s current and future challenges. Leaders can use the model as a guide to steer their growth and make decisions at different stages of their careers. Agencies can use the model as a standard for building and measuring overall leadership effectiveness. Four key leadership competencies Becoming Self-Aware Becoming self-aware begins with an understanding of your values, thought patterns and motivations. Being reflective in this way is essential to better interactions. The subcompetencies to becoming self-aware are: Self-reflection Authenticity Emotional Intelligence Integrity Continuous learning Learn more Engaging Others When engaging others, leaders foster a culture that encourages team members to offer feedback, recognize good work and pursue professional development. The subcompetencies of engaging others are: Relationship building Empowering others Conflict management Collaboration Fostering engagement Learn more Leading Change Leading change in government means meeting the ever-evolving needs of the public by initiating, championing and implementing innovative solutions. The subcompetencies of leading change are: Vision Influence Innovation Embracing risk and uncertainty Adaptability Learn more Achieving Results Achieving results means managing skillfully, thinking strategically and making good decisions that deliver measurable outcomes. The subcompetencies of achieving results are: Accountability Evidence-based decision-making Systems thinking Technology acumen Customer experience Learn more The Core Values of Government Leadership The Public Service Leadership Model is built upon two fundamental values that motivate public service leaders and anchor the model’s four core leadership competencies. These values, unique to government service, serve as a true north for public service leaders who serve the American people. Stewardship of Public Trust Given the vast influence, power and resources of our government, trust in public service leaders and their integrity is paramount. Leaders must uphold the highest ethical standards as stewards of taxpayer dollars, the workforces they lead and the communities they serve. Read the Case Study Commitment to Public Good Public service is a commitment to improving lives. Whether leading at the federal, state or local level, government leaders must uphold a service-oriented mindset to promote the common good and advance the mission of their agencies. Read the Case Study What’s your public service leadership style? Types of Government Leaders by Role Each leadership competency is critical for all government leaders—but leaders will apply them differently depending on their role and rank within their agencies. These competencies apply to supervisors and technical experts alike. © 2025 Partnership for Public Service, Inc. All rights reserved.
