UNITED NATIONS PUBLIC SERVICE FORUM WORKSHOP 7
Session: Leadership in the Connected
Government
LEADERSHIP FOR
THE TRANSFORMATIONAL GOVERNMENT
Dr. Patrick Breard
International Consultant, patrick@breard.com
25 -26 June 2013
Agenda
• Introduction & Objectives
• Presentation (30 min.)
• Group Discussions (45 min.)
• Reporting to Plenary (15 min.)
• Conclusion
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
The Connected Government
Leadership in the Connected Government
Connected services:
• Governments proactive in
requesting information and
opinions from the citizens using
Web 2.0 and other interactive
tools;
• E-services and e-solutions cut
across departments and
ministries;
• Information, data and knowledge
transferred from government
agencies
• From a government-centric to a citizen-centric approach with e-Services targeted to citizen
groups and segments;
• Citizens empowered to be more involved with government activities so as to have a voice in
decision-making.
Source: UN –E-Government Survey 2012
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
GCC Outlook
GCC E-Government Development Index 2012
1
0.9
0.8
0.7
Bahrain
Index Level
0.6
Kuwait
Oman
0.5
Qatar
Saudi Arabia
0.4
UAE
World
0.3
0.2
0.1
0
E-Government
Online Services
Human Capital
Infrastructure
E-Participation
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Sample Tools for e-participation
Source: UN –E-Government Survey 2012
Source: UN –E-Government Survey 2012
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Connected Projects
Uservoice,
ideascale
Forum,
CoP, blogs,
twitter
Google
moderator
Crowdfunding
Brainstorming
solutions
Open
Discussion
prompts
Set priorities
Collaborative
visualization,
gamification
Social
collaboration
(blogs, TWs)
proposals
Identify
problems
Drafting
proposals Resource
mobilization
Project
tasks
Systemic
Ensure
change
Buy-in
Project
flow
Collect
evidence
Crowdsourcing
Big Data
Analiyze data
Data
visualization,
infographics
Induce
behavioural
change
Sustaining
Collect
feedback
Social
networks
Collaborative
action
Challenges
Scaling
Prototypes
Project
tools
Monitor
execution
Participatory
sensing
Persuasive
technologies.
User driven
innovation
Open data,
Real Simple
Reporting
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Case Studies
Communities of Practice
Social Networks
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Leadership
• Leadership is of paramount importance for system wide knowledge sharing
and management
• Engagement from leaders is strategic and time bounded, but they need to talk
the talk and walk the walk
• Consistent messages, persistence over time and recognition of KM
achievements and progresses are inspiring and critical
o
o
Communicate the purpose
Promote a knowledge-based organization, KM practices and knowledge sharing behaviours
“UNDP is now a practice-driven
organization committed to
delivering high quality capacity
building and policy advice in our 6
main practice areas. Making this
system work is dependent
on knowledge sharing at every level of the
organization.” - Mark Malloch Brown, 2002.
“UNDP is a global organization. And I
believe this is one of our sources of
strength and something we have to
preserve. Preserve in the sense that
the knowledge, the
communication, has to be at the global level…
Africa should have access to global knowledge and
south Asia should participate in that. People in
Africa, in Mozambique, should know what is
happening in Indonesia, what is happening in
Brazil.” - Kemal Dervis, 2005
“We aspire for UNDP to be a
world class knowledge-based
organization, which
generates and disseminates
knowledge at
all levels, both internally and
externally. That knowledge must be explicitly
linked to the needs of the programme
countries and regions to which we respond.” Helen Clark, 2010
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Risks in a Connected Government
• Infrastructure
• Online Services
• Human Capital
• E-Participation
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Leadership Characteristics
• Leaders gain the best results by using a combination of leadership styles
• Leadership styles are each appropriate for different types of situations
• How do Leadership characteristics fit with a Connected Government?
Role
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Style
Set a vision
Communicate change
Inspire and influence
Develop capacities
Affirm & promote values
Drive for results
Monitor environment
Create cohesiveness
Diminish conflicts
Delegate authority
Encourage innovation
Represent the group
Evaluate and reward
1.
2.
3.
4.
5.
6.
7.
Coercive
Authoritative
Pacesetting
Coach
Democratic
Affiliative
Laissez-faire
Skills, Behaviors and Traits
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Charisma
Honesty
Credibility
Emotional Intelligence
Trustfulness
Openness to experience
Persistence
Conscientiousness
Sociability
Self-confidence
Intelligence 14. Integrity
Adjustment 15. Acceptance of mistakes
Extraversion 16. General self-efficacy
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT
Group Work
1. Introductions
2. Volunteer a facilitator & rapporteur
3. Discuss the following questions (45 min.)
• Question common to all tables
• What are your experiences, success stories, and lessons learned with the
Connected Government? One example of Leadership intervention /
contribution to a successful e-Government initiative?
• Tables specific question
A. What are the functions and attributes of successful transformational
Leadership in a Connected Government, e.g. in terms of tasks,
responsibilities, skills, traits and styles? Does the Connected Government
influence the Leadership function?
B. What are the opportunities and threats for the Leadership function in the
Connected Government? Successful practices to mitigate any threats a
Connected Government may put on the Leadership function?
4. Report to plenary (15 min. per table)
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT