000			01773cam a2200157 4500500
005			20250112060019.0
041			_afre
042			_adc
100	1	0	_aMau, Tim A. _eauthor
245	0	0	_aLeadership competencies for a global public service
260			_c2017.
500			_a45
520			_aThe notion of a global public service has been put forth in the literature as a means of addressing a number of policy issues that can no longer be addressed by a nation-state in isolation. This article sets out to address whether it is possible to formulate and implement a leadership competency model that could be used to select, develop and reward these global public servants and, if so, what leadership competencies they would require. Evidence will be drawn from both the literature on the competencies required for global managers/leaders as well as various public sector leadership competency models. It is argued that more thought needs to be given to how a leadership competency framework might be fruitfully employed to buttress such a cadre of individuals.Points for practitioners: Public services around the world have been embracing the use of leadership competency models as part of their human resources management frameworks for the past few decades. This research examines a number of the various models that have been employed with the intent of identifying key competencies that would be more universal in nature. Additional research needs to be conducted to ensure that such models reflect the distinctiveness of the public sector.
786	0		_nInternational Review of Administrative Sciences | 83 | 1 | 2017-03-20 | p. 5-25 | 0303-965X
856	4	1	_uhttps://shs.cairn.info/journal-international-review-of-administrative-sciences-2017-1-page-5?lang=en
999			_c220994 _d220994