Governance in Developing Countries: Sri Lanka and South Africa Compared

In this article, we investigate the main features of the governance model in two developing democracies, Sri Lanka and South Africa. We believe that these two countries are interesting test cases for a comparative study. Both countries are former British colonies and have inherited a similar administrative system heavily influenced by the British colonial model and have experienced an ethnic conflict to different extents in the past.

This comparison allows us to examine the determining factors for and against the level of effectiveness of governance in both countries. The findings suggest that the socio-political system within which they operate is dynamic and is an important influence for integrated governance. The study concludes that the outcomes of governance in both countries are better explained by taking into account the features described in an integrated governance model. This provides a better understanding of the dynamics of governance in developing countries.     

Creating Better Employees through Positive Leadership Behavior in the Public Sector

This paper advances the notion that leaders’ behavior in public organizations impacts employee emotions and workplace functioning. The paper proposes a conceptual model showing the impact that specific leader behaviors have on employee momentary emotions and thereby subjective well-being, organizational citizenship behavior, and job performance. Findings from research on leader behaviors and follower outcomes in private organizations and workplace emotions are used to show the importance of understanding and promoting types of leader behaviors that enhance employee and organizational outcomes within public institutions. It is expected that this model will facilitate future research in this area.     

Building horizontal coordination in Sri Lanka

Horizontal coordination is a focal topic in contemporary public management. However, greater attention has been given to developed states while developing countries struggle to improve the quality of public service delivery amidst skills shortages and siloed organisations. This article presents a foreign‐funded training programme designed to promote horizontal coordination at the most local level of government in a developing country, Sri Lanka, and analyses the factors that contributed to its success. Using data collected through participant surveys, focus groups, and programme‐related projects, the article shows how the formation of a “locally directed, donor‐supported” programme aligned with national development priorities that enabled the country‐level partner institution to deliver a programme that improved horizontal coordination and enhanced delivery of public services. Although findings confirm the importance of contextualising programme design, content, and delivery for achieving aid effectiveness, a novel conclusion was that the participation of elected officials alongside career public servants greatly contributed to the programme's success by creating new levels of trust and facilitating more productive working relationships between key stakeholders, culminating in improved outcomes for local communities. This suggests that elected officials can play a key role in building horizontal coordination in developing nations.