Ascertaining South Africa's public service senior management competence domains from a developmental state landscape

Abstract

Adopting the philosophy of a developmental state proved to have a distinct attractiveness for nations around the world, seeing that it offers rapid economic growth and global recognition. Appreciating the fact that such an offering usually comes at an extraordinary price to states, this article ponders briefly on the theoretical basis of a developmental premise. This is done by exploring scholarly contributions in defining the disposition, the rewards, contributions and landscape enclosed within a developmental state. The ambitious responsibility should be considered of a developmental public service, as state apparatus to initiate, propel and achieve developmental goals. In the light of this fact the article concedes the precarious nature of a developmental landscape to confirm the composite role of the public service as organisation and its inherent senior management. Contemporary public service senior managers, steering the administration within developmental states, are compelled by their mere position and the deliberate expectations of citizens to display continual.