ABSTRACT
This chapter examines the impact of leadership on the Australian Public Service (APS). A performance oriented culture of organization enhances work satisfaction, promotes far greater discipline of application and follow through and encourages the adoption of values supportive of service, professionalism, the rights of individuals and workplace democracy. The comparatively low scores on the leadership factor suggest that the respondents view their organization as reasonably satisfactory, well principled but lacking in cohesive leadership and clear direction. In a climate of more negatively oriented leadership, the styles of management adopted at senior and middle levels are affected. Leadership is not just seen as command or taking charge, but the leadership necessary for the provision of service to communities and clients. The team players and strategists representing the more positive leadership contribution, emerge as occupying one-third of the APS and private sector samples, respectively.
