Public servants have the mandate to serve citizens without discrimination and need to exhibit the highest level of professionalism while considering ethical issues that govern their work. Unfortunately, findings on the ground reveal that most public facilities render substandard services, seem corrupt, and always fail at implementing transformational changes ( Kravariti & Johnston, 2020 ). The causes of poor service delivery in the public sector are caused by inadequate management mechanisms, lack of employee capacity, poor human resource policy, and inadequate citizen participation, to mention but a few. The recent persistent complaints against the Department of Health administrators are a clear sign of incompetency and also hint at a failing system. Possibly, the inefficiencies could also be a sign of interference from the government. The main strategies to improve service delivery at the department, considering the three sectors, would necessitate the involvement of citizens to participate in the affairs of the local authority, and possibly to allow for partnerships that will enhance service delivery. Undoubtedly, involving the public in crucial decision-making at the department will supply crucial information that the manager can work with to boost public confidence ( van der Voet & Steijn, 2020 ). Additionally, the management can address the issue by focusing on aspects of employee motivation, adopting measures that will boost engagement, and enhance service delivery. Therefore, as the chief of staff, I will ensure that the management evaluates employee motivational aspects within the organization, to promote professionalism and enact changes. Possibly, the organization should engage their employees through learning and development programs to refresh their memory on ethical aspects and the need to remain ethical when performing duties. Also, I will ensure that the organization outsources services that we consider cumbersome and expensive to firms with a reputation for service delivery to cater for functions such as fire and emergency management. The issues presented regarding the school board portray a typical case of non-compliance. Non-compliance manifests through failure or refusal to comply with a set of rules or regulations. Strategies to manage non-compliance entail efforts to educate and retrain employees on the importance of adhering to rules as well as the consequences of disregarding authority ( Bachner, 2020 ). Accordingly, serving as the chief of staff, I will ensure that the management of the school convenes a meeting to re-educate its board, explaining the occupational risks associated with a disregard for rules and regulations. Therefore, a solution to the potential bravado resulting from non-compliance, which is already manifest in the school, can be addressed through the emphasis on training and continuing education efforts focused on understanding the risks of non-compliance. Mainly, I will ensure that the school strives to engrain the rationale and policies of the institution's safety culture. The training program should encourage participation and reporting of non-compliance and should equally provide incentives to employees to further encourage compliance. However, the institution should ensure that the training program is specific and outlines specific measures that ought to be observed, together with the repercussions of non-compliance. Finally, I will lead the school in committing to conducting regular schedule audits to monitor progress and readjust accordingly. Also, the two organizations need to consider how to integrate elements of cohesion in their function as collaborative effort often results in improved performance, given the shared values in ensuring that the company's goals have been fully met. The leadership of the school and the health department should work together with all the critical stakeholders in ensuring that the entities they represent serve to address the concerns of the public and equally includes the community in decision-making. Besides training, organizations can create a culture of compliance in the workplace through policies that encourage the same. Organizations, therefore, need to identify company values, encourage accountability, educate on the benefits of diversity, as well as, what needs to be done, offer both manager and employee-specific training, offer positive reinforcement, and offer incentives to make the process enjoyable ( Lamé & Simmons, 2020 ). Policies encompass a set of general guidelines that organizations ought to observe when tackling issues, whereas procedures explain the specific action plan for observing a policy. Therefore, using policies and procedures provides employees with a well-rounded view of the workplace and highlights the culture that organizations endeavors to promote.
Different types of policies and procedures that the school ought to implement must address issues about attendance, employee conduct, use of company property, harassment and discrimination, health and safety, and expenses. Subsequently, observance of the preceding policies and procedures will allow the school to run smoothly and efficiently while ensuring that employees understand what is expected of them and the repercussions for blatant refusal to commit. Also, the proposed policies and strategies will boost organizations' outlook from the outside as much time can be saved in the process of adhering to what has already been prescribed. However, successful implementation of the proposed policies and procedures should inspire a transformation in the schools' management. The transformational theory would better suffice in the case of the school where transformational changes are much needed. The transformational theory of leadership is well suited for organizations that need to initiate changes, as leaders herein work with teams to identify the changes that ought to be implemented and the vision to guide the change, mostly through inspiration and execution of the change in tandem through a committed member of a group ( Lamé & Simmons, 2020 ). Therefore, the four elements of transformational leadership include idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation. Correspondingly, the two styles of leadership that will influence positive results include authoritative and democratic. The authoritative style of leadership is for visionaries and a strong character of confident leaders who are bold to initiate change by influencing their subjects to share in their vision by emulating them. The authoritative style of leadership not only boosts employees' confidence but encourages all to put in more effort in ensuring that the organization's goals are met. On the other hand, democratic leadership styles factor every one's input. They may benefit the school in many ways, given that it involves everyone and may help highlight areas that previously discouraged non-compliance. Social cohesion serves as the glue that binds society, influencing progress enacted through changes that require collaborative efforts. The three branches of government must work together to enhance social cohesion. Nonetheless, for these three arms of government to work seamlessly, they require input from other public sectors, as their contribution(s) dramatically impacts the policies and procedures to be implemented by the government ( Siangchokyoo, Klinger, & Campion, 2020 ). The public sector depends on the federal government for funding, and the decisions made at different organizational levels equally inform the decision to be adopted by the federal government. Therefore, the decisions made by leaders in sectors such as the educational sector, the healthcare sector, and the security sector should outline efforts to enact transformational changes (van der Voet, & Steijn, 2020 ). Proposals from the public sector are benchmarked against evident progress in the sector for a decision to be made. Consequently, poor performance would imply diminished cooperation from the government, though it may influence the government to adopt strategies to manage the situation. Also, decisions made at different sectors allow the government to reevaluate its strategies to address the issues raised by the individual agency. Also, the performance of different sectors determines the role to be played by the government. Considering the challenges that the school and the healthcare department face, I envision for a society that collaborates through functions to advocate and promote unity and aspiration of local places. Correspondingly, the healthcare department and school management should strive towards establishing shared values serve to ensure that individuals' rights, responsibilities, and freedoms are observed to guarantee improved performance. Notably, the integrated community strategy calls on the leadership in the healthcare department and school board to assume a whole council approach to integration, keen on fostering partnerships and voluntary participation. However, cohesiveness requires a transformational mindset and includes idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation ( Siangchokyoo, Klinger, & Campion, 2020 ). Notably, the leadership at the school and the health department need to adopt either trait theory or authoritative leadership styles as these two promise much success. The authoritative style of leadership is for visionaries and a strong character of confident leaders who are bold to initiate change by influencing their subjects to share in their vision by emulating them. The authoritative style of leadership not only boosts employees' confidence but encourages all to put in more effort in ensuring that the organization's goal is met. Finally, to manage change at the school and in the health department, I will consider revising the policies and procedures that will enhance compliance, as progress is usually delayed in an environment where there are issues of non-compliance. Accordingly, the management at the school and the health department should consider revising their policies to include policies and procedures for workplace safety, policies and procedures for managing resources, policies, and procedures for employee conduct, use of company property, harassment and discrimination, health and safety, and expenses. As a government leader, I would strive to enhance cohesion at the local level, moving forward. The need for cohesion and the successful implementation of strategies to enhance cohesion is crucial for developmental changes. Notably, a cohesive environment is one where everyone is confident and proud of their identity, heritage, and role in driving government progress ( Riccucci, 2020 ). Accordingly, it will be vital for me as a leader to work with people of all backgrounds in ensuring that the government achieves its goals. Everyone in the community should feel involved and essential in all the functions that are implemented in the community. My direct community leadership role gives me the right and power to work with local ward representatives and the representatives of several agencies operating within the region to ensure that the community gets the support it deserves. Notably, accepting the diversity of opinions is an essential part of a democratic society, as is reflective of the communities they serve. Expectedly, an effort to enhance cohesion would attract criticism from various sectors, especially those with unquestionable characters, as their leaders will be striving to protect their reputations. Nonetheless, as a community leader that fancy leaders like Nelson Mandela and Queen Victoria, I am responsible for promoting values that reflect the society and also encourage transformational changes. Both Mandela and queen Victoria were transformational leaders as each instituted for changes whose impact is felt until now. Revolutionary fighting against racial discrimination facing the millions of Africans. Mandela is well recognized for his position against racism and his fight to end apartheid, which was affecting Africans in his country. Although he was imprisoned for 27 years, this did not hamper his zeal to fight against the white colonialist government that was oppressing South Africans. He was elected as the first black president in South Africa in 1994, which was a reflection of his will on South Africa. Mandela embodies collaborative leadership attributed to the fact that he viewed his position in leadership as being that of Africans. In every decision that he made, he put the interest of South Africans. On the other hand, Victoria is known for instituting various changes in both Great Britain and Ireland, which were essential in defining her as an iconic leader. She is credited for her zeal to bow to political pressure that would have led Great Britain into conflicts as a way of resolving a dispute. The two notable wars she averted during her reign as the monarchs were the Prussia-Austria-Denmark and Franco-German wars. Additionally, she is credited with the notable economic progress that occurred in Great Britain during her reign. Queen Victoria was an autocratic yet intelligent leader that focused more on ensuring that she provided the necessary service to the people of Great Britain. She depicted the trait theory of leadership. Throughout her reign, she, just like Mandela, ensured that her decisions served the best interest of the British people. Undoubtedly, Mandela and Queen Victoria understood the need to work together as a community and strived to enhance cohesion through their leadership. As a local leader, I will be sure to refer to the workings of these two in ensuring that all agencies work as a unit and strive to serve the interest of the community they represent. Eventually, successful implementation of strategies to enhance cohesion will prevent eventualities, such as the one evident at the school and the healthcare department.
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References
Bachner, J. (2020). Refocusing Methods Courses on Workplace Applications. Journal of Political Science Education, 1-5. https://doi.org/10.1080/15512169.2020.1727748
Kravariti, F., & Johnston, K. (2020). Talent management: a critical literature review and research agenda for public sector human resource management. Public Management Review, 22 (1), 75-95. https://ascelibrary.org/doi/abs/10.1061/(ASCE)ME.1943-5479.0000735
Lamé, G., & Simmons, R. K. (2020). From behavioral simulation to computer models: how simulation can be used to improve healthcare management and policy. BMJ Simulation and Technology Enhanced Learning, 6 (2). https://stel.bmj.com/content/6/2/95.abstract
Riccucci, N. M. (2020). The Emerging Public Leader. Public Service and Good Governance for the Twenty-First Century, 243.
Siangchokyoo, N., Klinger, R. L., & Campion, E. D. (2020). Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. The Leadership Quarterly, 31 (1), 101341. https://doi.org/10.1016/j.leaqua.2019.101341
Van der Voet, J., & Steijn, B. (2020). Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion. Public Management Review, 1-20. https://doi.org/10.1080/14719037.2020.1743344
