방법 비교

	Public Sector Innovation Assessment	Public Sector Leadership Assessment
분야	Public Administration	Public Administration
계열	Process / pipeline	Process / pipeline
기원 연도	2008	2003
창시자	OECD Observatory of Public Sector Innovation	Montgomery Van Wart
유형	Framework for assessing public-sector innovation and capacity	Survey-based leadership competency assessment scale
원전	OECD Observatory of Public Sector Innovation (OPSI). Frameworks and case studies on public-sector innovation. Paris: OECD.	Van Wart, M. (2003). Public-Sector Leadership Theory: An Assessment. Public Administration Review, 63(2), 214–228.
별칭	Government Innovation Assessment, Public Innovation Measurement, Public-Sector Innovation Capacity Assessment, Innovation in Government Evaluation	Government Leadership Assessment, Public Leadership Competency Assessment, Public-Sector Leadership Evaluation, Administrative Leadership Assessment
관련	4	3
요약	Public sector innovation assessment is a structured method for examining how, how much and how effectively a government organization innovates — generating and implementing novel services, processes, policies and governance arrangements that create public value. Drawing on the work of the OECD Observatory of Public Sector Innovation and on Mark Moore and Jean Hartley's analysis of innovations in governance, it classifies the types of innovation under way, assesses the conditions that enable or block them, evaluates their outcomes, and rates the organization's innovation capacity. Unlike private-sector innovation metrics built around patents and market share, public-sector assessment centers on public value, legitimacy and the distinctive incentives and constraints of government.	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.