Leadership in a decentralized public service

Abstract

Building upon earlier `decentralization' initiatives to disperse geographically Irish civil service staff outside Dublin, a new government programme, announced in December 2003, will result in over half of all civil service posts, including some of the most senior officials and head offices, being located away from the capital. This unique initiative in European terms will raise significant leadership opportunities and challenges for the effective running of Ireland Inc. This article seeks to identify and analyse a number of these opportunities and challenges from a public service leadership perspective. In addition to a detailed literature review, the research analysed available data on previous national and international experience and involved in-depth discussions with senior managers and other stakeholders. It is argued that effective leadership is at a premium within the context of a geographically complex, decentralized civil and public service.