Joelle Danielle Ngo Ndjama, Johan van der Westhuizen
Abstract
The public sector faces a constant challenge to improve service delivery while catering to the varied needs of its constituents. This evolving landscape demands leaders who can effectively manage intricate responsibilities and drive necessary changes, including restructuring and transformation. This study aims to investigate the effects of leadership development programmes on enhancing service quality in public institutions. Rooted in Behavioural Theory, which posits that effective leadership is a product of acquired skills, the research utilises a systematic literature review to consolidate existing insights. A systematic analysis of 55 articles suggests that leadership development can be categorised into two primary strategies, namely a structured approach, encompassing leadership coaching, formal mentorship, and self-directed growth, and an experiential learning approach, which focuses on learning through practical experiences and peer interactions. The study’s findings highlight that leadership extends beyond those in formal positions of authority; it includes the ability to influence, motivate, and guide others, a potential that resides within everyone, provided their innate abilities are cultivated. Consequently, it is recommended that public institutions prioritise effective leadership development programmes that integrate both structured and experiential learning, fostering a leadership culture capable of adapting to the changing demands of public service.