Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government

Three societies with similar initiatives for public service re‐configuration and reform – the UK, Canada and Australia – are examined to highlight the many‐faceted issues of public service ethics and the different approaches these governments have taken to re‐building public trust and enhancing public service ethics in times of rapid change. These efforts for re‐building an ethical public service are scrutinized according to four criteria for effectively leading change. Changes of public service values are also analysed as well as their implications for public servants. Effectively, applied leadership is identified as the pillar of ethical practice – emphasizing the need for quality leadership development through on‐the‐job experience. Although legislation and codification are seen as necessary for building an ethical infrastructure that can help employees out of encountered dilemmas, the way forward is seen as nurturing an environment of trust and vigilance in which ethics are promoted through exemplary behaviour of leaders and employees alike.