public service leadership competencies framework
TRANSCRIPT
PUBLIC SERVICELEADERSHIP COMPETENCIES
FRAMEWORKFor the PEI Civil Service
Public ServiceCommission
2 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
Table of Contents
Background: The Leadership Competencies Framework ....... 1
Applying the Leadership Competencies .......................................4
Leadership in the Public Service ......................................................5
Leadership Competencies: Self Assessments...............................6
The Competencies, Elements, and Behaviours .........................11
Professional Development Planning.............................................13
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 3
The Public Service Commission (PSC) conducted research on how competencies are used in organizations, completed an inter-jurisdictional scan and worked with inter jurisdictional colleagues to develop a leadership competency framework that would be appropriate for the PEI Civil Service. Research revealed that while there were numerous leadership competencies frameworks and models viewed, there was a need to strengthen the development of mid-level leaders, and specifically on “leading self” competency.
The Leadership Competencies Framework that was subsequently developed is aligned with the vision for a public service that is collaborative, innovative, streamlined, high performing, adaptable and diverse (GOC, 2016). It reflects the complexity of public service leadership roles. The Leadership Competencies Framework includes the archetypal leadership competencies of:
leading others and creating vision, building relationships and fostering teamwork, influence and self awareness, and focusing on results.
The leadership competency framework contains:• A preamble that sets out the fundamental expectations of
leadership within the public service context• Four competencies and accompanying definitions and
examples of effective behaviours• Self assessments for each competency• Alignments with the Insights Transformational Leadership ™
profile
Background: The Leadership Competencies Framework
The PSC’s Deputy Minister Council Ad Hoc Committee approved the research and development of a leadership competencies framework.
4 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
APPLYING THE LEADERSHIP COMPETENCIESThe Leadership Competencies are integrated within human resources processes and recruitment and can serve as the basis for selection, learning and development, performance and talent management of employees in the public service. The framework includes examples of effective behaviours for specific leadership levels (core, advanced and excellence). However there is no policy requirement for supervisors and managers to be assessed on the demonstration of the LCs. Employees and aspiring leaders may wish to refer to the LCs as a tool to identify their learning and development needs and to inform career planning.
Competencies and Job Descriptions• Competencies are the skills, attitudes and behaviours that
demonstrate “how” a job should be done• Job descriptions describe “what” the work of the position is
and what tasks are included.
Recruitment:uses behaviour to assess abilities related to job competencies as well as technical skills/
knowledge/education requirements for a position
Role Definition:defines how employees perform their work
(competencies related to the job description)
Performance Management:sets consistent expectations for behaviour and
provides a feedback system for competencies linked to
job performance
Development/Training:creates consistent learning outcomes for
employees and leadership development programs
Talent and Succession Management:
assists the organization in ensuring employees have the required competencies in addition to the
technical skills required to fill internal positions
Integrated LeadershipCompetency Model
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 5
The Public Service in PEI is changing rapidly. Effective government requires dedicated and high-performing public service leaders who inspire others to do their best work for Prince Edward Island and all Islanders.
Leaders in the provincial public service demonstrate a strong and enduring commitment to the public good. They are authentic in the advice they provide in the interest of Islanders. They nurture productive relationships, build cohesive teams and create the organizational conditions for others to succeed. They are committed to the development of the leaders of tomorrow. They value diversity, promote the bilingual character of the public service, and uphold the values and ethics of the public sector. Leaders act with purpose and drive, balance adaptability with conviction and inspiration with stewardship, to achieve management excellence (GOC, 2016).
The Leadership Competencies define the behaviours expected of leaders in PEI’s Public Service. These leaders play a pivotal role in creating and sustaining a modern, connected and high-performing public service that is ethical, professional and non-partisan. They are described below and adapted from the Government of Canada’s Key Leadership Competencies profile (2016), the Insights Transformational Leadership program™, and Inter-jurisdictional research conducted by the PSC in 2016.
Influence and Self AwarenessLeaders exemplify ethical practices, professionalism, political acumen, and personal integrity. They encourage the expression of diverse opinions and perspectives, while fostering collegiality. Leaders are self-aware and seek out opportunities for personal growth. They understand their strengths and limitations and how these influence performance. They lead from within, facilitate development, and demonstrate agile thinking.
Builds RelationshipsLeaders establish strong working partnerships with individuals, teams and others to create opportunities and develop the organization.
They are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They create collaborative, respectful and trusting work environments where sound advice is valued. They demonstrate openness and flexibility to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners. Leads OthersLeaders define the future and chart a path forward, often leading change and creating vision. They model public service values of respect, accountability, integrity, and excellence to build a positive roadmap for success. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions. Leaders balance organizational and government-wide priorities and improve outcomes for PEI and all Islanders. Leaders inspire and motivate the people they lead. They manage performance, provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others.
Focus on ResultsLeaders mobilize and manage resources to deliver on the priorities of the Government, improve outcomes and add value. They consider context, risks and business intelligence to support high-quality and timely decisions. They anticipate, plan, monitor progress and adjust as needed. Leaders take personal responsibility for their actions and outcomes of their decisions. Leaders have the courage and resilience to challenge convention. They create an environment that supports bold thinking, experimentation and intelligent risk taking. They use setbacks as a valuable source of insight and learning. Leaders take change in their stride, aligning and adjusting milestones and targets to maintain forward momentum.
Leadership in the Public Service
6 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
LEADERSHIP COMPETENCIES: SELF ASSESSMENTS
The assessment tool that follows is based on the PEI Public Service Commission’s Leadership Competencies Framework, which describes the required behaviours for effective performance at core, advanced, and excellence levels and are cumulative in nature. How often you are required to use the skill/knowledge and how important it is for your work determines the performance
standard. For example if you seldom exhibit a behaviour, or if you perform it at a lower level but it is unimportant to your job that is ok. If you function at a lower level but it is important to your work this would be an area for development to incorporate as a goal in your learning plan.
HR Managers PEI Public Service
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 7
Leaders exemplify ethical practices, professionalism, political acumen, and personal integrity. They encourage the expression of diverse opinions and perspectives, while fostering collegiality. Leaders are self-aware and seek out opportunities for personal
growth. They understand their strengths and limitations and how these influence performance. They lead from within, facilitate development, and demonstrate agile thinking.
Self Assessment: Influence and Self Awareness
Core - Foundational leadership skills/behaviors required for those who are leading teams or an individual program or service C
Advanced - Enhanced leadership skills/behaviors developed through training, experience and developmental opportunities in increasingly more complex work assignments and working environments
A
Excellence - Highest level of skills/behaviors required to lead in complex organizations and challenging work environments
E
In the right column beside each statement indicate your current level of knowledge/skill for each ofthe behaviour descriptors. You can consult the matrix for additional information in each level. They are cumulative in nature. The highest number for each section would indicate your level of function for that competency element
Elements of Influence and Self Awareness
Personal Growth and DevelopmentChampions the importance of personal and/or professional development is open to self appraisal and seeks feedback from others, using these opportunities to identify areas for improvement and set goals and strategies to enhance personal performance
CommunicationPromotes open communication by being clear and concise in written and verbal communication, actively listening, and using appropriate messaging and manner of delivery with different audiences/ stakeholders in a wide variety of situations
Professionalism, Political Acumen, and Decision MakingUses knowledge, systems, culture, and evidence based practice to identify issues, the best data available, and possible alternatives, facilitating discussions with the appropriate parties to determine possible impacts of decisions
I could pursue/ plan for professional development in…
8 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
Leaders establish strong working partnerships with individuals, teams and others to create opportunities and develop the organization. They are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They create collaborative, respectful and trusting work environments where sound advice is valued. They demonstrate openness and flexibility
to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners.
Self Assessment: Builds Relationships
Core - Foundational leadership skills/behaviors required for those who are leading teams or an individual program or service C
Advanced - Enhanced leadership skills/behaviors developed through training, experience and developmental opportunities in increasingly more complex work assignments and working environments
A
Excellence - Highest level of skills/behaviors required to lead in complex organizations and challenging work environments
E
In the right column beside each statement indicate your current level of knowledge/skill for each ofthe behaviour descriptors. You can consult the matrix for additional information in each level. They are cumulative in nature. The highest number for each section would indicate your level of function for that competency element
Elements of Builds Relationships
Collaborative PracticeUnderstands the inherent strength of engaging stakeholders to build optimal solutions to improve service delivery, and demonstrates the ability to draw on the strengths and skills of others to pursue and achieve goals
Change Facilitation and ManagementInitiates and directs transformational practices to improve organizational effectiveness
Conflict ManagementUnderstands how to identify and deal with conflict early and effectively, facilitate discussions with opposing viewpoints and to gain agreement for the best possible outcome
I could pursue/ plan for professional development in…
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 9
Leaders define the future and chart a path forward, often leading change and creating vision. They model public service values of respect, accountability, integrity, and excellence to build a positive roadmap for success. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions.
Leaders balance organizational and government-wide priorities and improve outcomes for PEI and all Islanders. Leaders inspire and motivate the people they lead. They manage performance, provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others.
Self Assessment: Leads Others
Core - Foundational leadership skills/behaviors required for those who are leading teams or an individual program or service C
Advanced - Enhanced leadership skills/behaviors developed through training, experience and developmental opportunities in increasingly more complex work assignments and working environments
A
Excellence - Highest level of skills/behaviors required to lead in complexorganizations and challenging work environments
E
In the right column beside each statement indicate your current level of knowledge/skill for each ofthe behaviour descriptors. You can consult the matrix for additional information in each level. They are cumulative in nature. The highest number for each section would indicate your level of function for that competency element
Elements of Leads Others
Positive Culture and Working EnvironmentCreates a workplace that values diversity and inclusion of people and perspectives and encourages decisions built on consensus
Team Development and LeadershipCreates a team environment which is focused on goal attainment, recognizes contribution from team members and fosters strong communication within the team
Performance ManagementCreates a supportive and accountable environment through setting individual and team goals, providing formal and informal feedback, and promoting professional development for individuals and team members to meet the present and future needs of the organization
I could pursue/ plan for professional development in…
10 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
Leaders mobilize and manage resources to deliver on the priorities of the Government, improve outcomes and add value. They consider context, risks and business intelligence to support high- quality and timely decisions. They anticipate, plan, monitor progress and adjust as needed. Leaders take personal responsibility for their actions and outcomes of their decisions. Leaders have the courage and resilience to challenge convention. They create an environment that supports bold thinking,
experimentation and intelligent risk taking. They use setbacks as a valuable source of insight and learning. Leaders take change in their stride, aligning and adjusting milestones and targets to maintain forward momentum.
Self Assessment: Focus on Results
Core - Foundational leadership skills/behaviors required for those who are leading teams or an individual program or service C
Advanced - Enhanced leadership skills/behaviors developed through training, experience and developmental opportunities in increasingly more complex work assignments and working environments
A
Excellence - Highest level of skills/behaviors required to lead in complex 6organizations and challenging work environments
E
In the right column beside each statement indicate your current level of knowledge/skill for each ofthe behaviour descriptors. You can consult the matrix for additional information in each level. They are cumulative in nature. The highest number for each section would indicate your level of function for that competency element
Elements of Focus on Results
AccountabilityHolds self, individuals and team members responsible for setting and revising goals, measuring progress, and achieving goals to deliver high quality and effective management of human, financial and material resources which reflect best practices
Continuous ImprovementChallenges convention to create innovative change. Uses data, feedback, program review, future trends and best practices to ensure services and program delivery meet system and client needs
System and Resource ManagementUses data based decision making to allocate human, material and monetary resources to meet strategic and operational goals
I could pursue/ plan for professional development in…
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 11
THE COMPETENCIES, ELEMENTS, AND BEHAVIOURSAt the end of this document is a list of example effective behaviours associated with each of the Leadership Competencies for core, advanced and excellence. There is no requirement for supervisors and managers to be assessed on the demonstration of the LCs, however, employees and aspiring leaders may wish to self assess their LCs in order to identify their learning and development
needs and to inform career planning. Managers/supervisors may choose to use these when staffing, in performance management and talent management. Managers may add, remove or adjust examples as required.
National Indigenous Peoples Day, June 21, 2018, Leaders in Action Session.
12 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
Public Service Leadership Competencies
Leading
Change
Del
iver
ing
Re
sult
sA
gile
Thin
king
Leading from withinFacilitating
Development
Fostering
Teamw
orkCom
municating
with
Imp
act
Creating a Compelling Vision
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 13
Professional Development Planning
On a year-to-date basis through August, the value of seasonally adjusted manufacturing shipments has increased 9.2 per cent.
• Use the results of your Insights Transformational Leadership personalized participant profile and your Leadership Competencies self-assessment
• Have a conversation with your supervisor or manager about your PD plan and goals
• Pick from courses available in the Public Service Commission’s Learning and Development Calendar that address the 4 ITL manifestations:
1. Authentic/ Influence and Self-Assessment (agile thinking/ leading from within)
2. Relationship (facilitating development/fostering teamwork)
3. Visionary (communicating with impact/creating a compelling vision)
4. Results (leading change/delivering results)
Register at: https://psc.gpei.ca/pathways-for-learning-course-selection
14 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
• Public Service Values and Ethics
• How Government Works
Courses on: Authentic/Influence and Self Awareness
Personal Growth
and Development
• Insights Discovery
• Preparing for the Interview/ Career Planning
• Mental Health and You at Work
• Family Violence Prevention Training
• Stress Reset
• Work-Life Balance
• Productivity and Time Management
Communication
• Conflict Management for Supervisors, Managers and Directors
• Effective Communication
• Effective Presentations
• Business Writing Skills
Professionalism, Political Acumen,
and Decision Making
Skills & Attributes: emotional intelligence, perseverance, courage, humility, integrity, interpersonal skills, political acuity
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 15
• Public Service Values and Ethics
• How Government Works
Courses on: Builds Relationships
CollaborativePractice
• Building Collaborative Skills
• Collaborative Strategies for Resolving Conflict
Change Management
and Facilitation
• Change Management
• Facilitating Effective Meetings
• Dynamics of Policy Development
ConflictManagement
Skills & Attributes: communication, openness, adaptability, diplomacy
16 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
• Mental Health and Performance Matters in the Workplace
• Coaching Skills for Performance Management 1
• Coaching Skills for Performance Management 2
Courses on: Authentic/Leads Others
Positive Culture and Working Environment
• Insights Discovery
• Valuing Diversity in the Workplace
• Mi’kmaq Series (Traditional History, Contemporary
Society, and Consultations with Mi’kmaq)
• EAP: Employee Assisted Referrals
Team Development
and Leadership
• Insights Discovery/ Transformational Leadership
• Leading and Managing Different Generations in the Diverse Work Environment
• Building Collaborative Skills
PerformanceManagement
Skills & Attributes: optimism, good judgement, life experience, decisiveness, team player
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 17
• Financial Management in the PEI Government
• PeopleSoft Reporting for Managers
• Staffing and Classification: Process and Practices for Managers
• Lean Six Sigma
Courses on: Focus on Results
Accountability• Introduction to Lean Six Sigma
• Project Management Basics
• Program Evaluation 101
• Public Engagement 101
ContinuousImprovement
• Program Evaluation 101
• Change Management
• Writing for Government: Executive Council Memos, Treasury Board Memos and Briefing Notes
System and Resource
Management
Skills & Attributes: business acumen, pragmatism, perseverance, logic, integrity
18 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
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othe
rs a
ttain
goa
ls a
nd
impr
ove
perf
orm
ance
Effe
ctiv
ely
parti
cipa
tes i
n di
scus
sion
s with
pee
rs a
nd o
ther
s to
reac
h be
st
poss
ible
out
com
es in
am
bigu
ous a
nd/o
r diff
icul
t situ
atio
ns
M
otiv
ates
and
eng
ages
staf
f acr
oss t
he o
rgan
izat
ion
as a
st
rong
com
mun
icat
or
C
omm
unic
ates
eff
ectiv
ely
(with
cla
rity
and
conv
ictio
n) a
nd
gain
s com
mitm
ent i
n a
wid
e va
riety
of s
ituat
ions
, whi
ch m
ay
incl
ude
high
ly se
nsiti
ve is
sues
with
mul
tiple
stak
ehol
ders
an
d/or
aud
ienc
es
Fa
cilit
ates
ver
tical
and
hor
izon
tal c
omm
unic
atio
n op
timal
ly
usin
g te
chno
logy
to d
eliv
er th
e m
essa
ge
Pr
omot
es th
e us
e of
eff
ectiv
e, ti
mel
y an
d on
goin
g fe
edba
ck
acro
ss th
e or
gani
zatio
n to
mod
el tr
ansp
aren
t com
mun
icat
ion
prac
tices
Prof
essi
onal
ism, P
oliti
cal
Acu
men
, and
Dec
ision
Mak
ing
Use
s kno
wle
dge,
syst
ems,
cultu
re, a
nd e
vide
nce
base
d pr
actic
e to
iden
tify
issu
es, t
he
best
dat
a av
aila
ble,
and
pos
sibl
e al
tern
ativ
es, f
acili
tatin
g di
scus
sion
s with
the
appr
opria
te
parti
es to
det
erm
ine
poss
ible
im
pact
s of d
ecis
ions
U
nder
stan
ds e
cono
mic
, soc
ial a
nd p
oliti
cal
envi
ronm
ent
M
odel
s beh
avio
rs w
hich
supp
ort o
rgan
izat
iona
l val
ues
G
athe
rs in
form
atio
n to
iden
tify
prob
lem
s and
op
portu
nitie
s
Rec
omm
enda
tions
and
/or a
ctio
ns re
flect
con
side
ratio
n of
pos
sibl
e al
tern
ativ
es a
nd im
pact
s
Invo
lves
rele
vant
peo
ple
in d
ecis
ion
mak
ing
and
seek
s di
rect
ion
appr
opria
tely
Info
rms p
eopl
e of
dec
isio
ns a
nd fo
llow
s thr
ough
on
deci
sion
mak
ing
C
omm
unic
ates
con
trove
rsia
l dec
isio
ns o
r inf
orm
atio
n w
ith ta
ct a
nd d
iplo
mac
y
U
nder
stan
ds o
rigin
s of i
ssue
and
dem
onst
rate
s stro
ng p
robl
em-s
olvi
ng
orie
ntat
ion
usin
g fa
ct-b
ased
/ bro
ad ra
nge
of in
form
atio
n so
urce
s/an
alys
is
of fa
ctor
s
Dis
cuss
ions
invo
lve
peer
s with
in o
rgan
izat
ion
and
a va
riety
of o
ther
st
akeh
olde
rs in
dec
isio
n
Con
side
rs m
ultip
le so
lutio
ns a
nd im
pact
s on
team
mem
bers
and
clie
nts
and
othe
r sta
keho
lder
org
aniz
atio
ns
U
ses a
ppro
pria
te d
ecis
ion
mak
ing
proc
esse
s to
sele
ct a
ctio
n an
d co
nsid
ers
shor
t and
long
term
impa
ct o
f dec
isio
ns
C
omm
unic
ates
cha
nges
and
dec
isio
ns b
oth
horiz
onta
lly a
nd v
ertic
ally
Con
side
rs im
pact
s on
desi
gn a
nd d
eliv
ery
of se
rvic
es, p
olic
y, h
uman
re
sour
ces,
budg
et, a
nd o
ther
larg
e pi
ctur
e fa
ctor
s
Adv
ance
s pro
fess
iona
l com
pete
ncie
s in
the
orga
niza
tion
thro
ugh
reci
proc
al n
etw
orki
ng re
latio
nshi
ps
D
emon
stra
tes s
trong
crit
ical
thin
king
skill
s in
com
plex
, pr
oble
mat
ic a
nd a
mbi
guou
s situ
atio
ns
Fu
lly c
onsi
ders
mul
tiple
con
tribu
ting
fact
ors a
nd u
nder
lyin
g is
sues
whi
le w
eigh
ing
vario
us so
lutio
ns
U
ses s
trate
gic
allia
nces
to d
evel
op c
reat
ive,
pro
activ
e an
d fu
ture
orie
nted
stra
tegi
es
D
ecis
ions
refle
ct b
road
bas
ed d
ecis
ion
mak
ing
abili
ty
cons
ider
ing
impa
ct o
n cl
ient
s, po
licy,
pro
gram
s, th
e or
gani
zatio
n an
d th
e pu
blic
serv
ice
as a
who
le
U
ses k
now
ledg
e, in
fluen
ce, a
nd n
etw
orks
to a
ntic
ipat
e po
tent
ial i
ssue
s and
impa
ct o
f org
aniz
atio
nal d
ecis
ions
, sol
ve
oper
atio
nal p
robl
ems,
and
achi
eve
corp
orat
e ob
ject
ives
Ass
ists
oth
ers i
n ga
inin
g a
bette
r und
erst
andi
ng o
f the
pub
lic
sect
or e
nviro
nmen
t and
pol
itica
l con
text
and
man
agem
ent
deci
sion
s
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 19
Bui
lds R
elat
ions
hips
- E
stab
lishe
s str
ong
wor
king
par
tner
ship
s with
indi
vidu
als,
team
s and
oth
ers t
o cr
eate
opp
ortu
nitie
s and
dev
elop
the
orga
niza
tion
Rel
atio
nshi
p Le
ader
ship
: Fac
ilita
ting
Dev
elop
men
t ~ F
oste
ring
Tea
mwo
rk ~
Com
mun
icat
ing
with
Impa
ct
C
ore
Adv
ance
dE
xcel
lenc
eLe
ader
ship
ele
men
ts, a
ttrib
utes
, sk
ills
Foun
datio
nal l
eade
rshi
p sk
ills/
beha
vior
s req
uire
d fo
r tho
se w
ho a
re le
adin
g te
ams o
r an
indi
vidu
al
prog
ram
or s
ervi
ce
Enha
nced
lead
ersh
ip sk
ills/b
ehav
iors
dev
elop
ed th
roug
h tra
inin
g, e
xper
ienc
e an
d de
velo
pmen
tal o
ppor
tuni
ties i
n in
crea
sing
ly m
ore
com
plex
wor
k as
sign
men
ts a
nd
wor
king
env
ironm
ents
Hig
hest
leve
l of s
kills
/beh
avio
rs re
quire
d to
lead
in c
ompl
ex
orga
niza
tions
and
cha
lleng
ing
wor
k en
viro
nmen
ts
Col
labo
rativ
e Pr
actic
e
Und
erst
ands
the
inhe
rent
st
reng
th o
f eng
agin
g st
akeh
olde
rs to
bui
ld o
ptim
al
solu
tions
to im
prov
e se
rvic
e de
liver
y, a
nd d
emon
stra
tes t
he
abili
ty to
dra
w o
n th
e st
reng
ths
and
skill
s of o
ther
s to
purs
ue a
nd
achi
eve
goal
s
C
olla
bora
tes t
o bu
ild e
ffec
tive
rela
tions
hips
Seek
s and
leve
rage
s opp
ortu
nitie
s to
enha
nce
outc
omes
thro
ugh
partn
ersh
ips
K
eeps
line
s of c
omm
unic
atio
n op
en w
hile
w
orki
ng w
ith o
ther
s
Bui
lds a
nd n
urtu
res c
omm
uniti
es o
f pra
ctic
e
Seek
s inp
ut fr
om o
ther
s Mod
els w
hole
of
gove
rnm
ent a
ppro
ach
to in
tera
ctio
ns
V
alue
s par
tner
ship
s
Mod
els c
olla
bora
tive
goal
setti
ng a
nd d
ecis
ion
mak
ing
Id
entif
ies c
ompl
imen
tary
are
as a
nd g
aps a
cros
s are
as o
f res
pons
ibili
ty
C
reat
es a
nd m
aint
ains
stro
ng a
nd e
ffec
tive
rela
tions
hips
with
team
mem
bers
, co
lleag
ues a
nd o
ther
stak
ehol
ders
Initi
ates
col
labo
ratio
n to
impr
ove
serv
ice
deliv
ery,
pol
icy
and
prog
ram
s
Cre
ates
net
wor
ks a
nd fa
cilit
ates
rela
tions
hips
with
key
stak
ehol
ders
C
reat
es a
wor
king
env
ironm
ent t
hat f
oste
rs c
olla
bora
tive
pr
actic
e an
d co
mm
on p
urpo
se
B
uild
s stra
tegi
c al
lianc
es a
nd c
onne
ctio
ns th
at fu
rther
the
w
ork
of o
rgan
izat
ion
Su
cces
sful
ly e
ngag
es o
ther
s in
wor
k th
at fu
rther
s the
vis
ion
and
goal
s of t
he p
ublic
serv
ice
B
uild
s org
aniz
atio
nal c
omm
itmen
t thr
ough
cro
ss –
depa
rtmen
tal i
nitia
tives
to e
nhan
ce th
e pu
blic
serv
ice
and
crea
te a
mor
e ef
fect
ive
and
effic
ient
serv
ice
deliv
ery
syst
em
Ta
kes a
ccou
ntab
ility
for i
mpl
emen
tatio
n of
hor
izon
tal
initi
ativ
es
Ef
fect
ivel
y an
d re
spec
tfully
dea
ls w
ith c
onfli
ctin
g vi
ews a
nd
fost
ers c
olla
bora
tion
to re
ach
agre
emen
t C
hang
e Fa
cilit
atio
n an
d M
anag
emen
t
Initi
ates
and
dire
cts
trans
form
atio
nal p
ract
ices
to
impr
ove
orga
niza
tiona
l ef
fect
iven
ess
U
nder
stan
ds c
hang
e pr
oces
s, its
impa
ct a
nd th
at
chan
ge m
anag
emen
t req
uire
s spe
cific
skill
s and
kn
owle
dge
A
ccep
ts c
hang
e as
a re
gula
r occ
urrin
g pr
oces
s an
d is
ada
ptab
le to
cha
nge
Se
es o
ppor
tuni
ties i
n ch
ange
Proa
ctiv
ely
supp
orts
and
com
mun
icat
es a
bout
ch
ange
Coo
rdin
ates
and
prio
ritiz
es w
ork
activ
ities
to
cont
ribut
e to
org
aniz
atio
nal o
bjec
tives
and
re
sults
Dem
onst
rate
s per
sona
l ini
tiativ
e by
exh
ibiti
ng a
co
mm
itmen
t to
prod
uctiv
e ch
ange
in th
e or
gani
zatio
n
Ass
ists
oth
ers t
o ad
apt a
nd ta
kes s
teps
to
mai
ntai
n co
oper
ativ
e an
d co
llabo
rativ
e w
orki
ng
rela
tions
hips
dur
ing
the
chan
ge p
roce
ss
In
itiat
es a
nd d
irect
s tra
nsfo
rmat
iona
l pra
ctic
es
U
nder
stan
ds im
pact
of c
hang
e on
self,
team
and
larg
er u
nit
Po
sses
ses s
trong
cha
nge
man
agem
ent s
kills
and
kno
wle
dge
and
is a
ble
to a
pply
th
ese
durin
g ch
ange
man
agem
ent e
xerc
ises
Ensu
res t
imel
y co
mm
unic
atio
n of
cha
nge
initi
ativ
es d
urin
g tim
es o
f am
bigu
ity
U
tiliz
es g
over
nmen
t res
ourc
es to
supp
ort a
nd g
uide
cha
nge
in th
e de
partm
ent
D
emon
stra
tes a
gilit
y du
ring
times
of u
ncer
tain
ty a
nd in
stab
ility
Enga
ges t
eam
and
key
stak
ehol
ders
at t
he a
ppro
pria
te ti
me
to e
ffec
tivel
y de
al
with
cha
nge
and
uses
as o
ppor
tuni
ty to
furth
er g
oals
Dev
elop
s com
mun
icat
ion
plan
for c
hang
e pr
oces
s and
to k
eep
team
info
rmed
Mee
ts ti
mel
ines
and
adj
usts
as r
equi
red
Id
entif
ies r
isks
and
dev
elop
s app
ropr
iate
opt
ions
to d
eal w
ith c
hang
ing
envi
ronm
ent
Is
aw
are
of sk
ills a
nd p
oten
tial o
f em
ploy
ees a
nd ro
le th
ose
may
pla
y in
the
futu
re b
roug
ht a
bout
by
the
chan
ge
Id
entif
ies t
rain
ing
need
s rel
ated
to c
hang
e an
d de
velo
ps p
lan
to m
eet t
hose
nee
ds
A
cces
ses
supp
orts
to a
ssis
t ind
ivid
uals
and
the
orga
niza
tion
to d
eal w
ith im
pact
s
B
alan
ces t
he n
eed
for c
hang
e w
ith th
e ne
ed fo
r con
tinui
ty
R
ecog
nize
s the
eff
ect t
hat c
hang
e ha
s; a
ntic
ipat
es n
eeds
and
id
entif
ies r
esou
rces
to fa
cilit
ate
chan
ge im
plem
enta
tion
Id
entif
ies a
nd p
lans
for w
ays t
o m
itiga
te th
e di
srup
tive
impa
cts o
f cha
nge
on in
divi
dual
s and
the
orga
niza
tion
as a
Dem
onst
rate
s res
ilien
ce, c
ompo
sure
and
a p
ositi
ve o
utlo
ok in
an
env
ironm
ent o
f unc
erta
inty
and
am
bigu
ity
St
rate
gica
lly id
entif
ies a
nd im
plem
ents
cha
nge
in th
e co
ntex
t of
shor
t ter
m, a
nd lo
ng te
rm g
oals
, org
aniz
atio
nal p
riorit
ies,
or
gani
zatio
nal a
ccou
ntab
ilitie
s and
futu
re d
irect
ion
Ta
kes s
trate
gic
actio
n to
max
imiz
e op
portu
nitie
s, id
entif
y ba
rrie
rs a
nd m
itiga
te n
egat
ive
impa
cts o
f cha
nge
A
war
e of
org
aniz
atio
nal i
mpa
ct o
f cha
nge
and
ensu
res
verti
cal a
nd h
oriz
onta
l com
mun
icat
ion
is c
lear
, con
siste
nt a
nd
timel
y
Succ
essf
ully
use
s col
labo
rativ
e pr
oces
ses t
o en
gage
staf
f and
pa
rtner
s in
chan
ge
Con
flict
Man
agem
ent
Und
erst
ands
how
to id
entif
y an
d de
al w
ith c
onfli
ct e
arly
and
ef
fect
ivel
y, fa
cilit
ate
disc
ussi
ons
with
opp
osin
g vi
ewpo
ints
and
to
gain
agr
eem
ent f
or th
e be
st
poss
ible
out
com
e
C
omm
unic
ates
with
impa
ct
U
nder
stan
ds im
pact
of u
nres
olve
d co
nflic
t on
indi
vidu
al st
aff,
clie
nts a
nd w
ork
unit
Id
entif
ies c
onfli
ct si
tuat
ions
and
thos
e in
volv
ed
C
olle
cts i
nfor
mat
ion
to g
ain
unde
rsta
ndin
g an
d in
sigh
t
Seek
s ass
ista
nce
appr
opria
tely
Dev
elop
s pla
n an
d fo
llow
-up
actio
ns
Su
cces
sful
in m
edia
ting
diff
icul
t situ
atio
ns a
nd re
achi
ng a
gree
men
t with
in th
e te
am o
r with
oth
er re
late
d pa
rties
Con
side
rs p
rese
ntin
g an
d un
derly
ing
fact
ors,
wor
kpla
ce n
uanc
es a
nd
syst
em/c
lient
nee
ds
Se
eks i
nput
into
pla
nned
act
ions
and
/or s
trate
gies
Succ
essf
ully
neg
otia
tes a
nd re
solv
es is
sues
with
in a
rea
of re
spon
sibi
lity
or a
cros
s un
its
R
each
es a
gree
men
ts th
at c
onsi
der i
ndiv
idua
l, te
am a
nd b
road
er sy
stem
H
ighl
y co
mpe
tent
in m
edia
ting
and
reso
lvin
g m
ulti-
laye
red
issu
es/d
ispu
tes w
ith in
divi
dual
s, gr
oups
and
/or s
take
hold
ers
St
r ate
gica
lly e
ngag
es b
road
rang
e of
supp
orts
, res
ourc
es a
nd
pers
onne
l to
faci
litat
e cr
eativ
e re
solu
tions
to is
sues
Agr
eem
ents
reac
hed
refle
ct u
nder
stan
ding
of t
he d
iffer
ing
view
poin
ts, t
he v
alue
s and
nee
ds o
f org
aniz
atio
n, b
est
prac
tices
and
stat
utor
y re
quire
men
ts
Lea
ds O
ther
s - M
odel
s pub
lic se
rvic
e va
lues
of r
espe
ct, a
ccou
ntab
ility
, int
egri
ty a
nd e
xcel
lenc
e to
bui
ld a
pos
itive
wor
kpla
ce c
ultu
re
Visi
onar
y Le
ader
ship
: Lea
ding
Cha
nge,
Cre
atin
g a
Com
pelli
ng V
isio
n, C
omm
unic
atin
g w
ith Im
pact
Cor
e A
dvan
ced
Exc
elle
nce
Lead
ersh
ip e
lem
ents
, attr
ibut
es,
skill
s Fo
unda
tiona
l lea
ders
hip
skill
s/be
havi
ors r
equi
red
for t
hose
w
ho a
re le
adin
g te
ams o
r an
indi
vidu
al p
rogr
am o
r ser
vice
Enha
nced
lead
ersh
ip sk
ills/b
ehav
iors
dev
elop
ed th
roug
h tra
inin
g, e
xper
ienc
e an
d de
velo
pmen
tal o
ppor
tuni
ties i
n in
crea
sing
ly m
ore
com
plex
wor
k as
sign
men
ts a
nd w
orki
ng e
nviro
nmen
ts
Hig
hest
leve
l of s
kills
/beh
avio
rs re
quire
d to
lead
in c
ompl
ex
orga
niza
tions
and
cha
lleng
ing
wor
k en
viro
nmen
ts
Posi
tive
Cul
ture
and
Wor
king
E
nvir
onm
ent
Cre
ates
a w
orkp
lace
that
val
ues
dive
rsity
and
incl
usio
n of
peo
ple
and
pers
pect
ives
and
enc
oura
ges
deci
sion
s bui
lt on
con
sens
us
B
uild
s cul
ture
of r
espe
ct b
ased
on
the
PEI p
ublic
se
rvic
e va
lues
of r
espe
ct, a
ccou
ntab
ility
, int
egrit
y an
d ex
celle
nce
V
alue
s div
ersit
y an
d in
clus
ion
and
dem
onst
rate
s eth
ical
be
havi
our
U
nder
stan
ds re
spec
tful w
orkp
lace
s and
dea
ls
appr
opria
tely
and
qui
ckly
with
beh
avio
rs th
at a
re
inco
nsis
tent
Kee
ps c
omm
itmen
ts
Se
eks o
ther
s’ o
pini
ons a
nd A
ckno
wle
dges
oth
ers’
co
ntrib
utio
n
Dem
onst
rate
s eth
ical
beh
avio
r
Dec
isio
ns a
re fa
ir an
d op
en to
scru
tiny
C
reat
es p
sych
olog
ical
ly h
ealth
y w
ork
and
con
tribu
tes t
o or
gani
zatio
n cu
lture
and
is p
ro-a
ctiv
e in
mai
ntai
ning
a c
ultu
re o
f res
pect
with
in th
e te
am
V
alue
s diff
erin
g op
inio
ns a
s a w
ay to
impr
ove
deci
sion
mak
ing
and
dial
ogue
Cre
ates
aud
it tra
il an
d as
a re
sult,
con
tribu
tes t
o tra
nspa
renc
y in
dec
isio
n m
akin
g
Is p
roac
tive
mai
ntai
ning
a c
ultu
re o
f res
pect
acr
oss t
eam
s, w
ork
units
and
st
akeh
olde
rs
D
ecis
ions
mad
e re
flect
con
side
ratio
n of
diff
erin
g vi
ews
A
ble
to b
ridge
diff
erin
g vi
ews a
nd b
uild
con
sens
us
Su
ppor
t and
enc
oura
ge e
mpl
oyee
s who
requ
est t
o pa
rtici
pate
in d
iver
sity
tra
inin
g, c
ultu
ral p
rogr
ams a
nd e
vent
s
U
ses v
alue
s of r
espe
ct, a
ccou
ntab
ility
, int
egrit
y an
d ex
celle
nce
as fo
unda
tion
for d
ecis
ion
mak
ing
at o
pera
tiona
l an
d po
licy
leve
l
Mod
els p
erso
nal c
ondu
ct c
onsi
sten
t with
pub
lic se
rvic
e va
lues
Enc
oura
ges r
espe
ctfu
l dia
logu
e an
d in
vite
s fee
dbac
k on
de
cisi
ons
St
rong
ly p
rom
otes
div
ersi
ty a
s an
impo
rtant
con
side
ratio
n fo
r pol
icy
and
best
pra
ctic
es to
enh
ance
the
orga
niza
tion
Le
ad b
y ex
ampl
e by
par
ticip
atin
g as
vis
ible
cha
mpi
ons i
n re
cogn
izin
g di
vers
ity a
nd in
clus
ion
Tea
m D
evel
opm
ent a
nd
Lea
ders
hip
C
reat
es a
team
env
ironm
ent
whi
ch is
focu
sed
on g
oal
atta
inm
ent,
reco
gniz
es
cont
ribut
ion
from
team
mem
bers
an
d fo
ster
s stro
ng
com
mun
icat
ion
with
in th
e te
am
En
sure
s tea
m m
embe
rs a
re a
war
e of
one
ano
ther
’s ro
les
and
cont
ribut
ions
and
the
role
the
team
pla
ys in
the
orga
niza
tion/
dep
artm
ent a
s a w
hole
Hire
s em
ploy
ees w
ith a
focu
s on
enha
ncin
g th
e te
am
En
cour
ages
team
mem
bers
to p
rovi
de in
put i
nto
deci
sion
s and
Fac
ilita
tes g
ood
two
way
com
mun
icat
ion
D
eter
min
es tr
aini
ng, s
uppo
rts a
nd m
ater
ials
nee
ded
for
team
to d
o th
eir w
ork
In
vest
s tim
e in
men
torin
g an
d th
e de
velo
pmen
t of
lead
ers
A
ppro
ves s
taff
to a
ttend
lear
ning
eve
nts a
nd c
ultiv
ates
an
env
ironm
ent o
f con
tinuo
us le
arni
ng
U
nder
stan
ds li
nk b
etw
een
indi
vidu
al, t
eam
and
org
aniz
atio
nal p
erfo
rman
ce
En
cour
ages
team
mem
bers
to sh
are
thei
r exp
erie
nce
and
stre
ngth
s with
ot
her t
eam
mem
bers
Secu
res a
nd p
rovi
des t
he ri
ght s
uppo
rts to
team
mem
bers
to e
nabl
e th
em to
pr
ovid
e a
high
leve
l of s
ervi
ce
D
evel
ops p
roto
cols
and
pra
ctic
es to
ens
ure
team
is c
onsi
sten
t in
prac
tice
A
ckno
wle
dges
the
wor
k of
the
team
and
indi
vidu
al te
am m
embe
rs fo
r the
ir co
ntrib
utio
n
Mot
ivat
es th
e te
am to
be
high
ly e
ngag
ed in
team
goa
ls a
nd th
eir
cont
ribut
ion
to o
rgan
izat
iona
l goa
ls
In
volv
es te
am m
embe
rs in
pro
ject
s with
atte
ntio
n to
skill
set,
proj
ect t
arge
ts
and
skill
dev
elop
men
t
Mod
els t
he im
porta
nce
of a
lear
ning
org
aniz
atio
n th
roug
h e
ngag
ing
in a
pe
rson
al d
evel
opm
ent p
lan
and
fost
erin
g le
arni
ng o
ppor
tuni
ties i
n th
e w
orkp
lace
Focu
s on
futu
re, g
oal a
ttain
men
t and
staf
f req
uire
men
ts w
ithin
uni
t and
ac
ross
the
orga
niza
tion
C
omm
unic
ates
vis
ion
and
valu
es o
f org
aniz
atio
n,
emph
asiz
ing
exce
llenc
e at
all
leve
ls
B
uild
s a st
rong
col
labo
rativ
e o
rgan
izat
ion
with
par
tner
s to
acco
mpl
ish
orga
niza
tiona
l goa
ls
A
ctiv
ely
enga
ges e
mpl
oyee
s and
team
s thr
ough
a v
arie
ty o
f m
echa
nism
s to
give
feed
back
Ensu
res a
ppro
pria
te c
omm
unic
atio
n is
con
veye
d ho
rizon
tally
and
ver
tical
ly
M
otiv
ates
indi
vidu
als a
nd te
ams t
o co
ntrib
ute
to
orga
niza
tion
goal
s and
pro
vide
exc
elle
nt se
rvic
e to
cl
ient
s/pu
blic
Perf
orm
ance
Man
agem
ent
Cre
ates
a su
ppor
tive
and
acco
unta
ble
envi
ronm
ent
thro
ugh
setti
ng in
divi
dual
and
te
am g
oals
, pro
vidi
ng fo
rmal
and
in
form
al fe
edba
ck, a
nd
prom
otin
g pr
ofes
sion
al
deve
lopm
ent f
or in
divi
dual
s and
te
am m
embe
rs to
mee
t the
pr
esen
t and
futu
re n
eeds
of t
he
orga
niza
tion
En
sure
s eac
h te
am m
embe
r und
erst
ands
thei
r rol
e an
d ex
pect
atio
ns fo
r per
form
ance
Is k
now
ledg
eabl
e of
how
to g
ive
cons
truct
ive
feed
back
ef
fect
ivel
y an
d re
spec
tfully
Info
rmal
feed
back
pro
vide
d on
a re
gula
r bas
is
G
ives
form
al fe
edba
ck a
nnua
lly
En
gage
s ind
ivid
ual s
taff
in se
lf as
sess
men
t and
in
indi
vidu
al w
ork
plan
s on
focu
sed
on st
reng
ths a
nd
area
s for
impr
ovem
ent
In
vite
s fee
dbac
k fr
om st
aff
D
evel
ops a
nd e
ngag
es in
per
sona
l dev
elop
men
t pla
n
Supp
orts
and
cha
lleng
es o
ther
s to
achi
eve
goal
s
En
gage
s sta
ff a
nd li
nks i
ndiv
idua
l and
team
goa
ls to
dep
artm
enta
l goa
ls
M
odel
s eff
ectiv
e fe
edba
ck p
roce
sses
with
staf
f
Faci
litat
es g
row
th a
nd d
evel
opm
ent p
lans
for i
ndiv
idua
l sta
ff m
embe
rs;
Id
entif
ies t
rain
ing
requ
irem
ents
for u
nit
En
cour
ages
feed
back
from
team
mem
bers
and
pro
-act
ivel
y id
entif
ies a
reas
re
quiri
ng c
hang
e
Find
s opp
ortu
nitie
s to
supp
ort i
ndiv
idua
l dev
elop
men
t with
in th
e un
it
Enga
ges s
taff
in m
easu
ring
resu
lts a
nd m
eetin
g go
als
Ex
plor
es n
ew w
ays o
f acc
ompl
ishi
ng g
oals
and
impr
ovin
g ou
tcom
es
In
vite
s fee
dbac
k on
lead
ersh
ip a
nd a
ctiv
ely
follo
ws u
p as
nee
ded
Is
pro
activ
e in
ow
n pe
rson
al d
evel
opm
ent a
nd p
erso
nally
eng
aged
in se
lf de
velo
pmen
t pla
n
Id
entif
ies o
ppor
tuni
ties a
cros
s the
org
aniz
atio
n an
d w
ith
partn
ers t
o m
eet g
oals
of t
he o
rgan
izat
ion
D
evel
ops m
easu
res a
t the
org
aniz
atio
nal l
evel
to e
nsur
e in
divi
dual
feed
back
mec
hani
sms a
re in
pla
ce a
nd u
sed
as
best
pra
ctic
e
Iden
tifie
s and
prio
ritiz
es le
arni
ng n
eeds
at t
he
orga
niza
tiona
l lev
el
R
egul
arly
revi
ews p
rogr
ess o
n go
als a
nd d
evel
ops
orga
niza
tiona
l rep
ortin
g m
echa
nism
s to
info
rm a
nd e
ngag
e st
aff
Su
ppor
ts a
nd c
halle
nges
oth
ers t
o ac
hiev
e go
als
20 | PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018
PUBLIC SERVICE LEADERSHIP COMPETENCIES FRAMEWORK 2018 | 21
Focu
s on
Res
ults
- Pr
omot
es v
ision
link
ed to
org
aniz
atio
nal o
bjec
tives
with
a st
rong
res
ults
ori
enta
tion
R
esul
ts L
eade
rshi
p: A
gile
Thi
nkin
g ~
Del
iver
ing
Res
ults
~ L
eadi
ng C
hang
e
Cor
e A
dvan
ced
Exc
elle
nce
Lead
ersh
ip e
lem
ents
, attr
ibut
es,
skill
s Fo
unda
tiona
l lea
ders
hip
skill
s/be
havi
ors r
equi
red
for t
hose
who
ar
e le
adin
g te
ams o
r an
indi
vidu
al p
rogr
am o
r ser
vice
Enha
nced
lead
ersh
ip sk
ills/b
ehav
iors
dev
elop
ed th
roug
h tra
inin
g,
expe
rienc
e an
d de
velo
pmen
tal o
ppor
tuni
ties i
n in
crea
sing
ly m
ore
com
plex
wor
k as
sign
men
ts a
nd w
orki
ng e
nviro
nmen
ts
Hig
hest
leve
l of s
kills
/beh
avio
rs re
quire
d to
lead
in c
ompl
ex
orga
niza
tions
and
cha
lleng
ing
wor
k en
viro
nmen
ts
Acc
ount
abili
ty
Hol
ds se
lf, in
divi
dual
s and
team
m
embe
rs re
spon
sibl
e fo
r set
ting
and
revi
sing
goa
ls, m
easu
ring
prog
ress
, and
ach
ievi
ng g
oals
to
deliv
er h
igh
qual
ity a
nd e
ffec
tive
man
agem
ent o
f hum
an, f
inan
cial
an
d m
ater
ial r
esou
rces
whi
ch
refle
ct b
est p
ract
ices
Se
ts sh
ort a
nd lo
ng te
rm g
oals
for s
elf t
hat a
re c
onsi
sten
t w
ith d
epar
tmen
t go
als
Se
ts p
riorit
ies a
nd d
eliv
ers o
n tim
e an
d to
stan
dard
Take
s ful
l res
pons
ibili
ty fo
r act
ions
and
act
s with
in
gove
rnm
ent v
alue
s and
eth
ical
pra
ctic
es
D
emon
stra
tes s
trong
tim
e m
anag
emen
t ski
lls
Ev
alua
tes p
rogr
ess o
f ind
ivid
ual s
taff
and
team
pro
gres
s on
goal
s at l
east
onc
e a
year
Und
erst
ands
how
eva
luat
ions
con
tribu
te to
acc
ount
abili
ty
Pr
ovid
es a
uthe
ntic
, evi
denc
e-ba
sed
advi
se to
lead
ersh
ip
Fa
cilit
ates
coo
pera
tion
and
colla
bora
tion
amon
g un
its to
focu
s on
prod
ucin
g re
sults
and
acc
ompl
ishi
ng g
oals
usi
ng e
stab
lishe
d cr
iteria
to
mea
sure
pro
gres
s
Iden
tifie
s and
pro
vide
s sup
port
for t
eam
mem
bers
to a
ttain
goa
ls
Pr
ovid
es re
gula
r upd
ates
on
prog
ress
tow
ards
goa
ls
Po
sses
ses a
repe
rtoire
of s
kills
and
kno
wle
dge
of e
valu
atio
n be
st
prac
tices
.
Ope
n to
shar
ing
eval
uatio
n sk
ills a
nd k
now
ledg
e w
ith o
ther
s
Prov
ides
aut
hent
ic, e
vide
nce-
base
d ad
vise
to le
ader
ship
C
reat
es a
cul
ture
whi
ch is
focu
sed
on a
chie
ving
resu
lts,
inno
vatio
n an
d p
rovi
ding
exc
elle
nce
in p
ublic
serv
ice
H
olds
self
and
indi
vidu
als a
ccou
ntab
le fo
r res
ults
Dem
onst
rate
s stro
ng c
omm
itmen
t to
pers
onal
and
or
gani
zatio
nal a
ccou
ntab
ility
by
regu
larly
repo
rting
on
goal
s an
d pr
ogre
ss in
a tr
ansp
aren
t man
ner
En
sure
s tha
t eff
ectiv
e ac
coun
tabi
lity
and
eval
uatio
n sy
stem
s ar
e in
pla
ce to
mea
sure
org
aniz
atio
nal e
ffec
tiven
ess
Pr
ovid
es a
uthe
ntic
, evi
denc
e-ba
sed
advi
se to
lead
ersh
ip
Con
tinuo
us Im
prov
emen
t C
halle
nges
con
vent
ion
to c
reat
e in
nova
tive
chan
ge. U
ses d
ata,
fe
edba
ck, p
rogr
am re
view
, fut
ure
trend
s and
bes
t pra
ctic
es to
en
sure
serv
ices
and
pro
gram
de
liver
y m
eet s
yste
m a
nd c
lient
ne
eds
U
nder
stan
ds th
e go
als o
f the
dep
artm
ent
C
ham
pion
s cha
nge
effo
rts fo
cuse
d on
impr
ovin
g
se
rvic
es a
nd re
sults
to c
lient
s and
pub
lic;
R
evie
ws a
ctiv
ities
to d
eter
min
e ga
ps a
nd id
entif
y op
tions
fo
r im
prov
ed se
rvic
es a
nd p
rogr
amm
ing
In
vite
s fee
dbac
k to
det
erm
ine
bette
r out
com
es in
the
futu
re
U
nder
stan
ds p
roje
ct m
anag
emen
t prin
cipl
es
V
iew
s con
tinuo
us im
prov
e us
ing
a pr
oble
m-s
olut
ion
lens
Enco
urag
es a
nd su
ppor
ts in
nova
tion
Se
eks o
ut e
mer
ging
tren
ds a
nd b
est p
ract
ices
to in
form
st
rate
gy a
nd c
ontin
uous
impr
ovem
ent e
ffor
ts
U
ses d
ata
and
evid
ence
to in
form
dec
isio
ns
En
cour
ages
team
to u
se sk
ills a
nd a
bilit
ies o
f tea
m m
embe
rs to
cre
ate
and
impl
emen
t new
stra
tegi
es to
dea
l with
ong
oing
or f
utur
e is
sues
Kee
ps c
urre
nt o
n re
leva
nt le
gisl
atio
n, b
est p
ract
ices
and
clie
nt is
sues
Prom
otes
a le
arni
ng e
nviro
nmen
t acr
oss t
he o
rgan
izat
ion
Use
s fee
dbac
k as
lear
ning
for i
mpr
ovem
ent (
pers
onal
and
team
)
Use
s a b
road
rang
e of
dat
a an
d in
form
atio
n so
urce
s acr
oss u
nits
to
dete
rmin
e op
timal
opt
ions
Use
s con
tinuo
us im
prov
emen
t and
eff
icie
ncy
prin
cipl
es to
man
age
wor
k an
d st
ream
line
proc
esse
s
App
lies p
roje
ct m
anag
emen
t prin
cipl
es to
ens
ure
polic
y im
plem
enta
tion
and
desi
red
outc
omes
are
del
iver
ed w
ithin
key
m
ilest
ones
and
targ
ets
C
ham
pion
s cha
nge
effo
rts fo
cuse
d on
impr
ovin
g re
sults
for c
itize
ns
D
emon
stra
tes p
roac
tive
orie
ntat
ion
of c
ontin
uous
and
on
goin
g im
prov
emen
t by
revi
ewin
g pr
ogre
ss a
nd re
setti
ng
targ
ets a
nd p
riorit
ies
Es
tabl
ishe
s sys
tem
-wid
e fe
edba
ck m
echa
nism
s to
dete
rmin
e m
easu
rem
ent c
riter
ia, w
hat i
s wor
king
wel
l and
iden
tify
requ
ired
chan
ges
En
gage
s org
aniz
atio
n in
striv
ing
for c
ontin
uous
impr
ovem
ent
by se
tting
targ
ets a
nd m
easu
ring
prog
ress
Cle
arly
arti
cula
tes k
ey a
rgum
ents
bas
ed o
n so
und
anal
ysis
of
evid
ence
to id
entif
y be
nefit
s, co
sts a
nd im
pact
s of p
olic
y op
tions
.
Cha
mpi
ons i
nnov
atio
n an
d ch
ange
eff
orts
focu
sed
on
impr
ovin
g re
sults
for c
itize
ns
Id
entif
ies a
nd a
naly
ze is
sues
that
may
impa
ct p
olic
y an
d pr
iorit
ies
Syst
em a
nd R
esou
rce
Man
agem
ent
Use
s dat
a ba
sed
deci
sion
mak
ing
to a
lloca
te h
uman
, mat
eria
l and
m
onet
ary
reso
urce
s to
mee
t st
rate
gic
and
oper
atio
nal g
oals
Tr
acks
pro
gres
s on
goa
ls a
nd u
nder
stan
ds b
udge
tary
, ad
min
istra
tive
and
hum
an re
sour
ce re
spon
sibi
litie
s in
clud
ing
real
loca
tion
of re
sour
ces
K
ey c
onta
cts a
re c
onsu
lted
on o
ptio
ns
M
anag
es st
aff p
erfo
rman
ce a
nd d
evel
opm
ent
R
evie
ws p
rogr
ess a
nd c
onsi
ders
dat
a re
late
d to
are
as o
f res
pons
ibili
ty
Id
entif
ies g
aps a
nd/o
r mis
allo
catio
n of
reso
urce
s rel
ated
to g
oals
Con
side
rs a
bro
ad ra
nge
of d
ata,
opt
ions
and
eva
luat
es th
e im
pact
on
clie
nts,
serv
ice
deliv
ery,
hum
an re
sour
ces a
nd m
ater
ial c
onsi
dera
tions
du
ring
deci
sion
-mak
ing
Fa
cilit
ates
bro
ad c
onsu
ltatio
n w
ith o
ther
s to
iden
tify
oppo
rtuni
ties f
or
optim
al re
sour
ce m
anag
emen
t
Seek
s out
opp
ortu
nitie
s to
enco
urag
e di
vers
ity a
nd in
clus
ion
amon
g te
ams
A
dvan
ces w
hole
of g
over
nmen
t obj
ectiv
es
Is
hig
hly
com
pete
nt in
allo
catin
g an
d m
anag
ing
sign
ifica
nt
hum
an, f
inan
cial
and
oth
er re
sour
ces i
n ch
alle
ngin
g an
d ch
angi
ng si
tuat
ions
in o
rder
to m
eet o
blig
atio
ns th
at a
re
alig
ned
with
stra
tegi
c an
d op
erat
iona
l goa
ls o
f the
or
gani
zatio
n
Eval
uate
s and
supp
orts
the
deve
lopm
ent o
f new
serv
ices
and
pr
ovid
es a
ppro
pria
te re
sour
ces
C
ontin
uous
ly se
eks n
ew o
ppor
tuni
ties f
or p
olic
y ca
paci
ty
deve
lopm
ent t
hrou
gh n
ew a
nd e
xist
ing
hum
an a
nd
tech
nolo
gica
l res
ourc
es
Public ServiceCommission