Exploring leadership competencies of sector management service of the South African Public Service

This study aims to explore the literature on leadership competencies of the Senior Management Service (SMS) of the South African public service by incorporating international best practices from selected countries. The thesis focused on the challenges confronting members of the South African SMS and also on the regulatory frameworks underpinning leadership development in the South African public service. The study also focused on the leadership theories and leadership styles underpinning leadership competencies in the public service. The research determined whether it is possible to align the agile leadership model to the public service leadership competency model. To address the main aim of the study and the underlying research problem, a non-empirical approach was adopted. This research adopted a qualitative research method using scholarly literature. The post-positivist research paradigm was utilised. The findings of the study are that the competencies identified in the SMS Competency Framework (CF) do not adequately prepare public servants to perform their duties effectively in the networked governance context, that SMS members are failing to attend training due to operational requirements, that competency assessments results are not made available to SMS members, that assessment results are not a consideration when deciding on the appointment of a candidate, that departments experience financial constraints for financing the resources needed to implement CFs and that coaching and mentorship in the public service is not yet formalised. The study recommends that the directive on the implementation of competency based assessments for members of the Senior Management Service (SMS) in the public service, as amended (Minister for the public service and administration, in terms of chapter 4, part II (D) and chapter 4, part IV of the public service Regulations, 2001) be reviewed and, assessment results to be a consideration when making appointment decision for SMS posts, departments to partner with Public Sector Education and Training Authority (PSETA) to solicit financial support for SMS training/development where appropriate budget should be reserved specifically for competency related training interventions, introduce stringent measures to stop training budgets from being shifted to other needs should be introduced, departments to formalise senior management mentorship programme in order to address the identified competency gaps and departments to use online leadership programmes offered by the National School of Government (NSG) and other training institutions. For researchers, the findings can add to leadership competency theories, especially in the public service. For policymakers, the findings can form a solid foundation that they can rely on to work out public policies for leadership development in the South African public service. For Public Administration, the findings will contribute to the development of the body of knowledge of the discipline of Public Administration. Further studies are recommended towards understanding the challenges confronting SMS members in the implementation of competency frameworks, and the determination of the effectiveness of competency frameworks. The study is limited to SMS members in the South African public service.

Author dc:creator

• Maimela, Khuliso Kenny

Advisors dc:contributor.advisor

• Mafunisa, John
• Matshabaphala, J.
• Munzhedzi, P. H.

• Leadership
• Competence
• Leadership Competence
• AgileLeadership
• Senior Management Service
• Public Service
• New Public Service
• Public Administration and New Public Management
• UCTD

Statement dc:rights

• University of Venda

Language dc:language.iso

en

Repository record dc:identifier.uri

https://univendspace.univen.ac.za/handle/11602/2847

OAI identifier oai:identifier

oai:univendspace.univen.ac.za:11602/2847