Public Leadership as Gardening

Abstract

The modern literature of administration (particularly business administration) argues that leadership is one of the keys to organizational effectiveness. That literature is filled with descriptions of powerful, heroic leaders-risk takers, visionaries, entrepreneurs, agents of change. We agree that leadership is one of the keys to organizational effectiveness and to organizational change but suggest that the change-agent style of leadership is often incompatible with organizational effectiveness in the public sector. Durable change (change that lasts) and effective organizational management in the public sector can almost always be traced to leaders who work like gardeners. Understanding public jurisdictions and agencies as gardens and public leaders as gardeners facilitates an accurate and informative description of the multiple factors that contribute to building and improving those jurisdictions and agencies.

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