New partnership aims to enhance public sector leadership
The newly launched Public Leadership in Collaboration partnership has been designed to enhance leadership within and across public sector organisations through research. This kind of leadership has a direct impact on society. Professor Ben Kuipers from the Leiden Leadership Centre (LLC) shares three examples to illustrate this.
Proud signatures marked the official launch of the new Public Leadership in Collaboration (PLS) partnership on Monday, 30 June. Initiated by Leiden University, the agreement was signed together with eight founding partners from across the public sector (see below). Over the next three years, the partners will conduct research into public leadership in the context of complex societal challenges. They will share their findings and translate them into practical actions, within their own organisations, for example.
Shared agenda
The programme’s focus on ‘leadership’ extends beyond formal, hierarchical roles -- leaders who help others perform their duties. It also includes shared leadership within teams and collaborative efforts between organisations to meet the needs of specific groups. A key aim of the partnership is to develop a joint research agenda and foster mutual learning. As part of this, a long-term trend study will be conducted to examine how leadership in public organisations evolves over time.
Art in itself
Effective leadership is essential for public organisations to tackle complex challenges, says Professor Ben Kuipers, who coordinates the partnership from the LLC. ‘Public challenges are so complex that no single organisation can address them alone. Whether it’s sustainability, housing, or social inequality, multiple parties must work together. But even within a single public organisation, it’s an art in itself to unite diverse expertise and perspectives and arrive at workable solutions.’
So what impact does this leadership have on organisations, and how does society benefit? Kuipers gives three concrete examples:
1. Network leadership in policing and public safety
The police are part of safety networks that include other organisations such as the Public Prosecution Service, probation services and the Custodial Institutions Agency. In these networks, no single party holds ultimate responsibility for tackling issues. Preventing reoffending or supporting individuals who do reoffend is a shared responsibility, for instance. The police want to understand how their leadership can help the network achieve its goals while also aligning with their own organisational objectives. Research and interventions within the network help improve this leadership.
2. Shared leadership among civil servants
Kuipers also highlights the role of civil servants. ‘Two directorates at the Ministry of the Interior and Kingdom Relations are responsible for national policy and the development of government managers at all levels. These directorates recognise the importance of shared leadership, especially among civil servants who may not be in formal leadership roles but are involved in complex government tasks. Formal leaders must actively encourage this kind of shared leadership. The question is: how do you lead leadership? This partnership aims to help answer that.’
3. Inclusion in the Municipality of Rotterdam
The Municipality of Rotterdam aspires to reflect the diversity of the city, ensuring all communities are represented. This is key to understanding and serving residents effectively. To achieve this, the municipality must be an attractive employer where everyone feels welcome. What kind of leadership fosters a safe and inclusive environment that positively influences interactions between civil servants and citizens? One where staff listen to diverse perspectives and remain open to different ideas? The partnership will explore these questions through research.
The Public Leadership in Collaboration programme currently includes eight partners who will work together over the next three years on a shared research agenda. The participating organisations are: the Social Insurance Bank (SVB), Municipality of Leiden, Rijnland Water Authority, Ministry of the Interior and Kingdom Relations (specifically the directorates for Public Administration and for Digital Government), the Police (specifically the School for Police Leadership), Municipality of Rotterdam, Customs, and Leiden University.
The Leiden Leadership Centre is based at Campus The Hague and draws on expertise from various faculties, including Public Administration, Law, Social Sciences and Medicine. Other public organisations are warmly invited to join the partnership. ‘We aim to involve as many layers of the public sector as possible’, says Kuipers. ‘Inspectorates, for example, are not yet part of the network and would be very welcome.’