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 good leadership.
That’s why the Public Service Leadership Model offers a new standard for effective government leadership. Developed by the Partnership’s Public Service Leadership Institute®, the model identifies core values and competencies leaders must prioritize and demonstrate to achieve their agencies’ missions and desired impact.

The model is embedded in all the Institute’s leadership development offerings, enabling leaders at all levels and across federal, state and local government to evaluate their performance and chart a course for growth.

Values and Competencies

Two values and four competencies serve as a true north for public service leaders who serve the American people.

Values

Stewardship of Public Trust

Given the vast influence, power and resources of our government, trust in public service leaders is paramount. Leaders must uphold the highest ethical standards as stewards of taxpayer dollars, the workforces they lead and the communities they serve.

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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.

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Competencies

Becoming Self-Aware

Becoming self-aware is about knowing how your values and motivations drive your behavior. It is essential to personal development and the ability to interact productively with others. In a complex environment, self-awareness is an anchor, enabling you to stay true to yourself and perform at your highest levels. Subcompetencies include:

• Self-reflection
• Authenticity
• Emotional Intelligence
• Integrity
• Continuous learning

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Engaging Others

When engaging others, leaders foster a culture that encourages team members to offer feedback, recognize good work and pursue professional development. Subcompetencies include:

• Relationship building
• Empowering others
• Conflict management
• Collaboration
• Fostering engagement

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Leading Change

Leading change in government means meeting the ever-evolving needs of the public by initiating, championing and implementing innovative solutions.

• Vision
• Influence
• Innovation
• Embracing risk and uncertainty
• Adaptability

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Achieving Results

Achieving results means managing skillfully, thinking strategically and making good decisions that deliver measurable outcomes.

• Accountability
• Evidence-based decision-making
• Systems thinking
• Technology acumen
• Customer experience

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