By Marshall Sashkin and Molly G SashkinTraditional, “transactional” approaches to leadership involve a kind of contractual arrangement: the leader issues orders and subordinates are expected to carry them out to the best of their abilities. This is fine as far as it goes. Transformational leadership goes a step further. Transformational leaders achieve superior results because of their ability to transform people from dutiful followers into self-directed leaders who go beyond simply doing what is expected of them. Drawing on research that investigates leadership, culture, and performance in dozens of organizations, the Sashkins describe the specific behaviors and personal characteristics of transformational leaders, who make leadership matter. They show how these leaders construct empowering organizational cultures that nurture self-reliance and long-term thinking.
Line managers in the National Assembly for Wales are being given greater responsibility for human resources management. The HR system is to be replaced by automated procedures that will allow the 4000 managers and staff to maintain their own personal records.The new system will include employee recruitment and training software modules, all of which will be accessible through the Assembly’s intranet. The system will help the HR department identify staff training and development needs and to manage performance.
The major threat to securing value for money from local government’s investment in technology is the limited capacity of officers and members of councils to manage the transformational change. A survey by the Office of the Deputy Prime Minister to find out how councils are responding to the challenges of e-government revealed a need to address people issues to overcome the failure of many councils to take a strategic approach to e-government.The survey showed that 72% of councils reported that both officers and members lacked adequate e-government skills. 69% of councils had identified specific skills gaps in officers and 51% in members. The skill gaps were not so much concerned with technology, but rather with strategic thinking and change management. 84% of councils reported that officers lacked process re-engineering and change management skills and 69% believed that members did not appreciate how e-government could contribute to the strategic objectives.
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