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The Role of Leadership in Strategy and Implementation

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
Financing and Fundraising in the Third Sector
Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
Mission and Strategy
Models of Policy Making
Modernization of Public Sector Organizations
Multi-Level Governance
Network Assessment and Analysis
Operations and Marketing Strategy
Organizational Alignment
Organizational Behaviour
Organizational Culture
Organizational Performance and Management Reform
Organizing for Collaboration and Partnership
Organizing for Performance
Overview of Recent Trends in Public Administration
Performance Information as a Management Tool
Policy Analysis and Contemporary Governance
Policy Design and Instrument Choice
Policy Evaluation
Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
Public-Private Partnerships
Recent Trends from Comparative Public Administration
Rules vs. Discretion
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams


The Role of Leadership in Strategy and Implementation

This topic explores strategic management and leadership in the public sector; namely, activities that aim to influence the actions of others through formal and informal organizations, toward specific ends that advance the public interest. It complements specialized topics that focus in more detail on the particular tools that managers use. It examines the resources public leaders mobilize, the demands of democratic accountability, and the complex internal and external environments surrounding public leaders. This topic looks at important leadership actions including setting and articulating goals and missions; aligning strategy with mission; leading organizational change; managing with performance information; structuring networks and partnerships; motivation; decision-making; and dealing with crises and environments in transition. 

Topic Learning Outcome: Upon mastering this topic, students will understand how the environments in which they operate influence the ability of leaders to drive change in the public sector, and will understand some of the most important tools, skills and strategies that public sector managers have at their disposal in their efforts to execute their chosen strategies.

Core Concepts associated with this Topic: Span of Control; Collective Leadership; Leader; Leadership; Leadership Development.

Recommended Readings

Harvard MLD-110A Strategic Management for Public Purposes

Zimmerman and Lerner, Decisions, Decisions, Government Executive Magazine, 29 September, 2010.

Bazerman and Moore, Chapter 5, Motivational and Affective Influences on Decision Making, in Judgment in Managerial Decision Making, Seventh Edition, Wiley, 2009, pp 84-100.

 Sample Assessment Questions:

1.) What is performance information? Why is performance information an important management tool?

2.) What are the characteristics of a useful mission statement? Identify a mission statement for any governmental or not-for-profit institution of your choice that you believe is useful and effective, and explain why you think it is a strong mission statement.

3.)  How can internal organizational environmental factors and external environmental factors constrain the actions of public sector managers in their efforts to drive change? Describe, with (real or hypothetical) examples one type of environmental factor that can interfere with a public sector leader's efforts to successfully lead change in a short (1-3 page) paper.

Page created by Sean Goertzen and Ben Eisen last edited on 18 May 2015.


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School of Public Policy and Governance