Agility in South African Public Service Leadership

Simple item page
dc.article.end-page145en
dc.article.start-page127en
dc.citation.doiORG/JPADA.2024.307en
dc.contributor.authorJohn Ringsonen
dc.contributor.authorManamela Matshabaphalaen
dc.date.accessioned2024-11-21T13:42:36Z
dc.date.available2024-11-21T13:42:36Z
dc.description.abstractThe landscape of human and social services delivery has undergone significant transformation in recent years, driven by governments worldwide striving for improved outcomes amidst growing caseloads and constrained resources. This evolution is characterised by a shift towards integrated service delivery, leveraging innovative case practices and advanced information technology. Governments are adopting diverse strategies to enhance effectiveness and efficiency, including modernising information systems, redefining program boundaries and sector responsibilities, restructuring workforces, and introducing new casework tools and practices. Additionally, there is a push for enhanced commissioning, transparency, and accountability structures, reflecting a holistic approach to service delivery optimisation. Despite these global creative demands compounded with technology and the ever-changing global environment, the third-world public sector leadership is making a lackadaisical turn towards embracing the new leadership imperative of agility in delivering public value in public sector organisations. This qualitative desktop research seeks to unravel the challenges and prospects of leadership and the imperative of agility in the delivery of public value in the public service in South Africa. This article argues that whilst the public sector in South Africa has vehemently advocated and mobilised for strategic innovation in service delivery, the leadership is not proactive in the ever-changing environment. Consequently, this article recommends that the public sector leadership be responsive, flexible, and agile to the ever-changing environment due to global technological forces for effective service delivery in South Africa.
dc.facultyFaculty of Commerce, Law & Managementen
dc.identifier.citationDOAJen
dc.identifier.doi10.55190/JPADA.2024.307
dc.identifier.issn2415-5446 (online)en
dc.identifier.urihttps://hdl.handle.net/10539/42824
dc.journal.titleJournal of Public Administration and Development Alternatives
dc.journal.volume9en
dc.orcid.id0000-0003-2422-4319
dc.publisherBatalea Publishers
dc.rights© 2024, the Author(s). This work is licensed under a Creative Commons Attribution 4.0 International License.
dc.schoolWits Business School
dc.subjectAgility
dc.subjectLeadership
dc.subjectPublic value
dc.subjectPublic sector
dc.subjectService delivery
dc.subjectSouth Africa
dc.subject.otherSDG-16: Peace, justice and strong institutions
dc.subject.otherSDG-17: Partnerships for the goals
dc.titleAgility in South African Public Service Leadershipen
dc.typeArticleen
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Ringson_Agility_2024.pdf
Size:
668.93 KB
Format:
Adobe Portable Document Format
Description:
Main article
Download
Collections
Wits Business School (Journal Articles)