Leadership for public sector reforms in Indonesia involves both national level efforts and leadership from local levels that have been empowered by prior decentralization. This chapter focuses on reforms made by the national government, which has been guided by the values of serving public, increasing efficiency and becoming corruption-free. Although the National Development Agency and the Ministry for Administrative Reform provided central impetus and coordination, reforms were seen as quite fragmented across ministries with uneven results. The authors are concerned about reform effectiveness and sustainability. Reform leadership is challenged by human capital and legally mandated but inefficient bureaucratic processes and structures as well as challenges of public distrust and disobedient civil servants. The latter is sometimes dealt with by using patronage to insert allies for reform, and they take note of leaders gaining leverage from working across boundaries and jurisdictions, and by improving their authorizing environment. The chapter describes a strategy of leaders-led efforts that are cascaded through ministries through institutionalization (e.g., of policies) and obtaining support from successive reform champions at different levels and locations. The authors argue for increasing the number of 'champion leaders' who pragmatically, transactionally and successfully get subordinates to commit to reform efforts.
|Title of host publication||Leadership and Public Sector Reform in Asia|
|Publisher||Emerald Publishing Limited|
|Number of pages||30|
|Publication status||Published - 2018|