|
Effective leadership, is, and will always be an important determinant of an institution’s performance. Leadership can powerfully influence an organisation’s culture. What leaders do, how they react in extreme or high profile situations, how and where they spend their time, how they allocate resources, and what they tolerate, encourage, and
condemn can all have a significant impact on the behavior of Public Servants. The future public servant in Tanzania will need a broad and different range of skills and competencies. Leaders will need to be more entrepreneurial; in Government they will need to work more closely and better with NGOs and the private sector. Leaders will need to mentor; they will exert power differently, by setting a general direction, determining goals and mobilizing others. The leaders of the future public service will need to demonstrate abilities of openness, innovation, creativity and adaptability to changing situations. Challenges During PSRP I leadership was addressed as an issue relating to training. The interventions involved providing skills and changing attitudes among public servants. During PSRP II, the focus will be on identifying, creating and developing leaders for the Public Service. In this endeavor training will only be one of many inputs.
The challenges relating to the leadership question in Tanzania which will need to be taken into account both in designing and implementing this KRA include the following: - The current crop of people holding leadership positions is aging enmasse. The challenge facing the Government is to develop individuals in the public service with leadership potential to facilitate movement to higher positions.
- Fussiness and lack of clarity on attributes and competencies required for effective public service leadership in the Tanzanian context. This issue complicates any exercise aimed at identifying leadership potentials; and
- The environment within which public servants have to exercise their leadership responsibilities is changing rapidly and becoming more complex. Citizens are better informed as a result of the ICT revolution and as a result are demanding their rights. Furthermore Government no longer has a monopoly of governance functions. It is now sharing it with other players. This further complicates the already fuzzy situation referred to above.
Planned outcomes and Broad Interventions in KRA 6 The planned outcomes in this Key Results Area revolve around having the Tanzania Public Service leadership occupied by persons who are visionary, entrepreneurial, accountable and transparent, and who show a high degree of integrity. Planned Intermediate Outcomes - Leaders who envision and initiate strategic changes, are entrepreneurial and enable the realization of the national development goals, promulgated in MKUKUTA and the ruling party manifesto;
- Leaders who inspire, guide, and manage their organizations to improve service delivery; and
- Leaders who demonstrate accountability, integrity and transparency.
The broad interventions to achieve these outcomes are: - Identify, develop and nurture leadership capacities of Public Service managers;
- Recognise and reward exemplary leadership; and
- Organise and deliver top leadership training programmes.
|
