Assessing the effectiveness of leadership development programmes in improving the service quality in public institutions: An integrated review

Abstract

The public sector is continually confronted with the imperative to enhance service delivery while addressing the diverse needs of its constituents. This dynamic environment necessitates leaders who are adept at managing complex responsibilities and steering essential processes of change, restructuring, and transformation. This study aimed to evaluate the effectiveness of leadership development programs in improving service quality within public institutions. Grounded in Behavioral Theory, which asserts that effective leadership arises from a blend of learned skills, this research employs an integrated literature review to synthesize existing knowledge on the subject. The findings revealed that leadership development can be categorized into two primary approaches: the structured approach, which includes leadership coaching, formal mentorship, and self-development, and the experiential learning approach, which emphasizes learning through experience-based learning and colleagues’ experiences. The implications of this study suggest that leadership is not confined to individuals with formal authority; rather, it encompasses the capacity to influence, inspire, and guide others. This potential exists within every individual, contingent upon the nurturing of their inherent capabilities. Based on these insights, it is recommended that public institutions invest in comprehensive leadership development initiatives that foster both structured and experiential learning opportunities, thereby cultivating a more effective leadership culture that can adapt to the evolving demands of public service.