ABSTRACT
This conclusion presents some closing thoughts on concepts discussed in the preceding chapters of this book. This book offers insights from research and practical application for developing the skills to be an effective public manager. Public sector employees come from a variety of places and have different degrees of communication skill. The recommendations in this book are guidelines that will be tempered by each individual's personality and style. The modern public sector organization paradoxically is caught between the weight of a ponderous bureaucracy and the turmoil of rapid change. Public leaders competent at people skills are comfortable with their own power-neither needing to hold it tightly as a cherished personal possession nor to wield it like a club to force others into submission. Sharing power allows creativity and outside-the-box thinking. Those competent at sharing power are comfortable with personal strengths and limitations and surround themselves with others who complement their skills.
