Developing Priority-Driven Leadership and Supervisory Skills Within Public Sector Low Resource Settings

Aaram Gwiza (), Promise Machingo Hlungwani (), Brighton Nyagadza (), Victoria David (), Gideon Masaruse () and Charles Massimo ()
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Aaram Gwiza: Marondera University of Agriculutral Sciences and Technology
Promise Machingo Hlungwani: Marondera University of Agriculutral Sciences and Technology
Brighton Nyagadza: Marondera University of Agriculutral Sciences and Technology
Victoria David: Marondera University of Agriculutral Sciences and Technology
Gideon Masaruse: Marondera University of Agriculutral Sciences and Technology
Charles Massimo: Zimbabwe Open University

Chapter Chapter 6 in Transformational Human Resources Management in Zimbabwe, 2022, pp 75-98 from Springer

Abstract: Abstract This chapter examines the experiences of developing priority- leadership and supervisory skills within public sector low resources settings. Priority-driven leadership and supervisory skills are globally acknowledged as a panacea in creating a vibrant and agile human capital that can operate in existing low resource set-ups. Due to the qualitative nature of the study, a case study approach was utilised as the research design. This enabled a systematic review of all relevant data from selected government institutions, the internet and publications using the case of Zimbabwe. Data were analysed using the content analysis method. Research findings confirmed a depressing experience underpinned by a low uptake of developing priority-driven leadership and supervisory skills in Zimbabwe. The above scenario makes it difficult for the government to continue providing quality and adequate goods and services to the public. Experiences of economic instability, uncompetitive compensation packages leading to brain drain, resistance to change, limited or no qualified IT professionals emerged as some of the key stumbling blocks for full adoption of this new initiative. The study recommended the imperative need to improve the economic landscape of Zimbabwe to unlock all avenues aimed at improving the welfare of public leaders. Equally, sensitisation on leadership change and innovation in the public sector remains a top priority.

Keywords: Priority-driven leadership; Supervisory skills; New public governance (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-19-4629-5_6

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DOI: 10.1007/978-981-19-4629-5_6

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