The Relationship between the Leadership Effectiveness and Emotional Competence of Managers in the Public Sector

Abstract

ABSTRACTThis article reports on the perceived relationship between leadership effectiveness and the emotional competencies of managers in the public sector, and the impact of this relationship on service delivery. In the light of continual protests over government’s poor service delivery to the public, doubts are raised about the leadership effectiveness of public officials. Research has identified the leadership effectiveness of managers in the public service as crucial for quality service delivery. Industrial psychologists have also identified leadership effectiveness and emotional competencies as important ingredients for success in organizations. This is due to the facts that effectiveness and efficiency can be attained only if an appropriate leadership style and manager’s emotional competencies or abilities are in place. Findings from the research indicate that currently managers in the public sector possess insufficient emotional competencies to subdue emotional outbursts and achieve effective leadership. Based on the findings and the literature, the conclusion is that it is imperative for managers of public entities to acquire effective leadership skills and become emotionally competent. Relevant training and interventions, and a comprehensive management recruitment process, should be put in place.