Abstract:
For two decades, efforts have been intensifying to build a capable public service
with strong leadership in order to realise South Africa’s national transformation
goals. In addition to the legislative framework that gives the public service work
environment its character, the Senior Management Service (SMS) is viewed as a
significant layer of leadership in the public service. SMS members are expected to
be development-oriented individuals who can make real government’s vision of a
better life for all. This article borrows from the systemic constructionist approach
to leadership by Barge and Fairhurst (2008) to address the questions: (a) how is
leadership construed? (b) what is the nature of the context in which leadership is
practiced? and (c) what are the consequences of particular leadership constructions?
Taking into account the growing complexity and unpredictability of social
challenges, the article argues for more deliberate connections among domains of
influence and leadership practices.
