Table of Contents

Public Sector Leadership

Public Sector Leadership

International Challenges and Perspectives

Edited by Jeffrey A. Raffel, Peter Leisink and Anthony E. Middlebrooks

The authors of this book define the issues facing public authorities and organizations in a range of developed nations as they address the challenges of the 21st century. They examine an array of ways leaders across these nations are addressing these challenges. The result is a comprehensive analysis of ways to improve leadership in the public sector and of the role of political and administrative leaders in shaping the future of the public sector. The overriding question addressed by this volume is how public leadership across the globe addresses new challenges (e.g., security, financial, demographic), new expectations of leaders (e.g., New Public Management, multi-sector service provision), and what leadership means in the new public sector.

Chapter 18: Examination of Mental Health Leadership Competencies Across IIMHL Countries

Richard H. Beinecke and Justin Spencer

Subjects: business and management, organisation studies, public management, politics and public policy, leadership, public administration and management, public policy


Richard H. Beinecke and Justin Spencer INTRODUCTION We face a crisis in public leadership. Canada, Australia and other countries face major challenges in recruiting and training their future managers and leaders. In the United States only 7.5 percent of the Federal workforce is under age 30, while over 40 percent is over age 50. The most recent available figures suggested that in 2006 about 31 percent of Federal employees will be eligible for retirement. Fifteen percent overall and as many as 50 percent of workers in some agencies will actually retire. As of 2004 more than 7 out of 10 top Federal government managers could claim their pensions if they so desired. The situation is similar in other public fields. In the United States and many other countries as many as 40 percent of senior managers at all levels of government, health, local agencies and advocacy organizations will retire within the next five years (Broder 2001; Civil Service Subcommittee 2003; GAO 2001; Spors and Fialka 2002; Wamunya 2003). Many of these people received leadership and management training when funded programs were more widely available. Unless we devote attention and resources to this problem, the next generation of public administration leaders will not be equipped to take on the new roles that they will be assuming. The Annapolis Coalition, a not-for-profit organization focused on improving workforce development in the behavioral health field in the United States, concludes that ‘leadership development, as a strategic goal, offers high potential to transform behavioral health.’...

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