Leaders’ Perceptions of Innovation Processes in Public Sector Organizations

Successful innovation in the public sector has not yielded the intended results, thus the need exists for public sector leadership to foster innovation. This issue is important as the public sector represents up to 25% of a developed nation’s gross domestic product and is expected to deliver services efficiently. The purpose of this case study was to explore the skills public sector leaders need to foster innovation. The conceptual framework included organizational culture, motivation in innovative environments, implementation of innovation, and organizational relationships of Glor’s public sector organization theory, which helped consider minor or major challenges, intrinsic or extrinsic motivation, and whether its motivation is top-down or bottom-up. The research question focused on what skills public sector leaders need. The research design used a single case study approach. Data were collected using in-depth interviews with 15 public sector mid-level leaders. Data were analyzed via manual coding and theme development. Themes included: provide an opportunity for encouragement; do not be afraid to fail, internal fortitude; and manage leadership and political appointees as well. Providing a learning environment, accepting prudent risks, and providing structure and resources—keep people informed. Study’s results can inform public sector leaders to better understand the value of leadership for innovation and organizational culture for relationships affecting innovation, facilitating improved delivery of services to their respective populations, including leadership, employees, and the public