“Being a public body leader is a bit more of an art than a science, there is no one size fits all.”

The changing nature of public body leadership is the focus of research being conducted by the Association of Chief Executives (ACE), Public Chairs’ Forum (PCF), and Windsor Leadership.

At our most recent CEO Challenge, ACE members were invited to hear emerging insights from interviews with over 30 public chief executives and chairs, and share perspectives on the key attributes and skills that will be required of the next generation of leaders.

Highlighting a perceived shift in leadership styles post-pandemic, delegates discussed the importance of leading with courage, authenticity, and empathy. 

With thanks to our contributors:

• Adrian Smith OBE, Chief Executive of the Reclaim Fund Ltd.
• Simon Whitbread, Leadership Development Director, Windsor Leadership
• Carolyn Bartlett, Chief Strategy and Transformation Officer, Valuation Office Agency (Host)

The courageous leader

Public body leaders navigate a broad stakeholder landscape, managing a multiplicity of relationships with Ministers, sponsoring departments, staff, partners, customers, Parliament, and the public.

Members discussed the challenges that can arise from operating in an environment with complex frameworks of governance and accountability.

Balancing competing stakeholder demands was identified as a key leadership attribute, requiring leaders to be courageous in prioritising the public interest.  

The responsive leader

Government priorities and personnel can sometimes shift rapidly and public body leaders need to demonstrate significant agility in their response.

Members discussed the skill of balancing a long-term vision with short-term requirements, keeping the organisation on track to achieve its strategic goals.

The authentic leader

Participants consider leaders in future will be authentic, with culture at the forefront of their agenda.

Role-modelling trust, transparency and accountability was considered to be a powerful means to create a culture of flexibility, psychological safety, and resilience.

Members reflected on the need to strike the right balance as a leader between authority and honesty.

The empathetic leader

Informed by pandemic experiences, several contributors described a shift in their own approach to communicating with staff.  Remote working during the crisis had encouraged more open and honest conversations around physical and mental health and well-being.

Members predicted that this trend would continue, with more staff feeling empowered to bring their ‘whole self’ to work.

What’s next?

Public body leaders perform a very wide and diverse range of public service roles, yet there are many common themes in the key attributes identified by members.   

Extensive interviews have informed the research by ACE, PCF and Windsor Leadership. In October 2023, a new insight report will be available, identifying how public body leadership is changing.

If you would like to get involved, get in touch at secretariat@associationofchiefexecutives.org.uk