As a public administration leader, one should exhibit exquisite planning skills, accountability

among other traits. For instance, the public leaders are the individuals responsible for the
development and implementation of the economic and other policies that greatly influence a state
or region. Public administrators must have the art and skill of motivating others. Another
essential quality for such leaders is communication skills. Good public leaders should possess
excellent communication and interpersonal skills. This enhances their relationship with their
followers. A connection is also vital in the public sector leadership because of the nature of
discussions and debates prevalent in the area.

Making decisions, and supervising those who make decisions beneath you, are two basic tasks of
PA leadership. A well-crafted decision helps an organization move in the right direction and
systematizing how these decisions are made can ensure that the choices made are the best ones
for the group. I observed all the public administration leaders make the critical decisions for their
organization based on autonomy, fidelity and justice. They take time to interpolate on the
consequences their decisions might result to their organizations. They make decisions that are
best for the organization’s well-being and that will be fair to all the parties involved.

The public administration leadership interviews made me change my perspective towards wicked
problems. Before, grappling with wicked problems seemed like taking up lost causes to me
because they seem incomprehensible and resistant to solution. But now I believe we can adopt a
cautiously hopeful stance in respect of wicked problems based on decomposing their challenging
features into more nuanced categories and seeking to understand those factors that make them
difficult to address. I now contend that while conclusive solutions are very rare, it is possible to
frame partial, provisional courses of action against wicked problems.