قارن الطرق

	Organizational Culture Assessment in Public Sector	Public Sector Leadership Assessment
المجال	Public Administration	Public Administration
العائلة	Process / pipeline	Process / pipeline
سنة النشأة	2011	2003
صاحب الطريقة	Kim S. Cameron & Robert E. Quinn	Montgomery Van Wart
النوع	Survey-based organizational culture diagnostic scale	Survey-based leadership competency assessment scale
المصدر التأسيسي	Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3rd ed.). San Francisco: Jossey-Bass. ISBN: 9780470650264	Van Wart, M. (2003). Public-Sector Leadership Theory: An Assessment. Public Administration Review, 63(2), 214–228.
الأسماء البديلة	Public Sector OCAI, Competing Values Culture Assessment, Public Organizational Culture Diagnosis, Culture Profiling in Government	Government Leadership Assessment, Public Leadership Competency Assessment, Public-Sector Leadership Evaluation, Administrative Leadership Assessment
ذات صلة	3	3
الملخص	Organizational culture assessment in the public sector is a structured, survey-based method for diagnosing the dominant values, beliefs and operating assumptions of a government agency or public organization. The most widely used instrument is the Organizational Culture Assessment Instrument (OCAI), grounded in Kim Cameron and Robert Quinn's Competing Values Framework, which maps culture onto two axes — internal versus external focus, and flexibility versus stability — yielding four culture types: clan, adhocracy, market and hierarchy. Respondents rate their organization on each type for both its current and preferred states, producing a culture profile that supports diagnosis and planned change. In public administration the method is adapted to capture the bureaucratic, mission-driven and accountability-laden character of government work.	Public sector leadership assessment is a structured method for measuring the traits, behaviors, competencies and effectiveness of leaders in government and public organizations against an explicit leadership model. It draws on Montgomery Van Wart's influential 2003 synthesis of public-sector leadership theory, which integrated trait, behavioral, transformational and transactional traditions into a model tailored to the constraints of public service, alongside Bernard Bass's foundational work on transformational leadership. The assessment typically uses multi-rater (360-degree) surveys in which leaders, their supervisors, peers and subordinates rate observable behaviors, and the results feed both individual development and organizational leadership-capacity planning.