Abstract— Government leaders thus play a major role in bringing together the resources to produce products and to deliver services. Research on the strategic competency requirements of leaders within the public service remains scant. This research presents an integrated leadership competency model based on surveys (N=168) and focus group (N=155) discussions of designated leaders in public service organisations. Keywords— Leadership, Competencies, Public Service, Strategies I. INTRODUCTION OUTH African Public Service strategic leaders were confronted with numerous national and international challenges which required urgent and decisive action [20]. Given these challenges and in order to achieve personal and public service organisational success, South African public service strategic leaders need to develop new ways of thinking or a shift of mind (paradigm shift), which according will lead to improved competencies [1]. Accordingly, to support the premise that all organisations must operate within an environment that is changing all the time, it is argued that the public service also has to reconsider its world of work and more specifically its strategic leadership competency framework [3]. Article 195 of the Constitution of South Africa refers to expected behaviour in that it specifically refer to the word ‘principle’, which means “statements or descriptions of what should or should not be done, that describes the rules, parameters or guidelines for performing the task”. It would be important for the public service to become sensitive to the fact that embedded within the stated principles are specific expectations. Expectation on the side of the government that the appointed public managers (strategic leaders) are able (competent) and willing (motivated) to deliver (perform) supposed responsibilities as cited by article 195, and expectation on the side of the community that they will Nico Schutte is an Associate Professor at the Department of Public Administration, North-West University, Mafikeng Campus, South Africa. Nico.schutte@nwu.ac.za Nicolene Barlhuizen is an Associate Professor and Programme Leader of the Talent Management Focus Area at North-West University, Mafikeng Campus, South Africa. Nicolene.Barkhuizen@nwu.ac.za Sonia Swanepoel is the executive dean of the Faculty of Commerce and Administration, at North-West University, Mafikeng Campus, South Africa. sonia.swanepoel@nwu.ac.za receive the promised services as a result of the appointed public managers leadership ability [23]. However, for the public service to instill effective and efficient public service delivery, as well as proper public service governance, would enquire a proper public service value system, which forms inseparable constituents of public service strategic leadership role descriptors, in particular the generic tasks describing the characteristics and context of expected (outcomes) conduct at strategic level. Thus the strategic leadership level descriptors relate to the relevant knowledge, attitude and skills of the position (subject matter) and the ability to make the most of such competence [7]. The position might also expect abstract abilities, also known as Meta - cognitive abilities, which a strategic leader should possess at that level. Most of the public service strategic leaders play many roles simultaneously, because they may have different role relationships. For example, the position of public service strategic leader involves not only the role of leader in relation to members, but also numerous other roles relating the position to managers, peers and the community. Each group may expect different things. Members may expect good leadership performance; managers may expect leadership performance, team performance and political awareness; and the community may expect community service. According to Ivancevich and Matteson [17], a role set refers to those individuals, and in this case the members and community of the public service, who have expectations for the behaviour of the individual (strategic leader) in the particular role. The more expectations, the more complex is the role set. For example, a public service strategic leader probably has a more complex role set than that of a forest ranger, but one less complicated than that of a politician. Multiple roles refer to different roles, while role set refers to the different expectations associated with one role. As indicated by article 195 there are clearly different expectations of public service strategic leaders. Undoubtedly, a public service strategic leader is involved in many different roles, each with a complex role set and faces the ultimate in complexity of individual behaviour. The concepts of multiple roles and role sets are important because there may be complications that make it extremely difficult to define specific roles, especially in the public service organisational settings. This can often result in role conflict for the specific public service strategic leader. A Strategic Leadership Competency Model for the South African Public Service Nico Schutte, Nicolene Barkhuizen, and Sonia Swanepoel S 6th International Conference on Humanities, Geography and Economics (ICHGE'2014) Nov. 27-28, 2014 Cape Town (South Africa) 122