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Leaders in Government


JLBC Good Leaders

JLBC Cadets being a nominal leader, even a so-called successful one, is not necessarily anything to be proud of. However, being a "good" leader is much different. A good leader embraces and consistently demonstrates a broad range of leadership attributes as a foundation for how they work to get a job done. They understand that it is not just about meeting a mandate or achieving a stated goal but that it is equally about the process of working with people and their interests to get there. Importantly, they understand that the process of working with people requires credibility, consistency, and sustainable buy-in. Most importantly, a good leader understands the characteristics and attributes needed to be a good leader, works to develop those attributes in themselves and those who report to them, and appreciates how consistency helps to define an organization's working culture.

What then are the attributes of a good leader? In this website, we have tapped into extensive research from various sources in business, academia, government, and the more significant public sector. Many of these sources have a particular focus or a favored set of attributes that make a good leader. JLBC Cadets However, we want to look specifically at what is needed for those working at various levels of government. Therefore, we have adapted what is coming from elsewhere to be relevant to this unique context.

Leaders in Government

When we refer to leaders in government, we are not talking only about elected officials. Even though much of what we discuss is relevant to them and leaders outside of government, we are directing this website to government workers and civil servants. This website is for government employees at any level with a lead role in delivering government programs, products, and services. This includes everyone from charge hands, forepersons, and unit supervisors, to managers, directors, and senior executives—typically anyone who supervises the work of others and is otherwise responsible for a service or program delivery mandate in government.

Government leaders are different from leaders in the private sector in several ways. To begin with, unlike leaders in the private sector, the work of government leaders is commonly not measured by a bottom line. While governments are accountable for how they spend their tax revenue, they do not have competitors, profit margins to be concerned about, or shareholders to answer to concerning operating efficiently and effectively. Instead, we trust that our government leaders accomplish their work as efficiently and effectively as possible.

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