Leadership Framework for an Agile Government

On behalf of the IBM Center for The Business of Government, we are pleased to present this new report, Leadership Framework for an Agile Government, by authors Pallavi Awasthi and Kuang Ting Tai of Nova Southeastern University. The report presents leadership imperatives for driving agile government based on extensive research and analysis, drawing on the experiences of digital leaders in city governments such as Boston, Philadelphia, Louisville, and Miami.

The report articulates leadership principles important for the effective implementation of agile practices within government agencies. The authors underscore the significance of adopting new forms of leadership that are flexible, participatory, and open to course correction. Specifically, the report outlines six key themes that government leaders can practice to facilitate agile approaches. These themes include “Leadership Models Incorporating Agile Characteristics” to “Barriers to Leadership in Implementing Agile Practices in Government.”

The report also introduces three leadership models—Servant, Transformational, and Collaborative leadership—suitable for managing in an agile government environment. The authors then highlight four levels of leadership competencies essential for a successful agile government project, from individual and team levels to organizational and community levels. Recognizing the importance of equipping leaders with the necessary skills, the report also proposes comprehensive leadership training and development competencies tailored for agile government leaders. This includes conducting a leadership needs assessment, establishing measurement metrics, and incorporating workshops focused on enhancing specific skills.

The authors underscore best practices for agile leadership in government, including community engagement, digital commitment, innovation funding, and knowledge sharing. Simultaneously, the report acknowledges the myriad barriers to implementing agile practices in government, such as leadership and cultural resistance, organizational structural rigidity, skill gaps, and regulatory constraints.

This report represents the latest of the Center’s multiple studies into how agile government can improve efficiency and effective outcome and strengthen public confidence and trust. Other recent research that the report complements include Digital Modernization in Government: An Implementation Framework;A Guide to Adaptive Government: Preparing for Disruption; and The Future of Agile Government. Further reports on this topic can be found on the website ofthe Agile Government Center, an initiative led by the National Academy of Public Administration in partnership with the IBM Center for The Business of Government.

The report can serve as a valuable guide for government leaders and stakeholders seeking to develop leaders capable of delivering agile government, leveraging the potential of agile practices to enhance service delivery, foster innovation, and improve responsiveness to citizens’ needs. We hope that the framework offered by the authors can inspire and assist government agencies in becoming more agile in their pursuit of adaptable, efficient, and citizen-centric operations.