On this site, you’ll find additional information related to the book “Leadership in the public sector” by Karel van Oosterom and Fred Lafeber. The book was first published in Dutch in August 2025 by Boom under the tile “Leidinggeven bij de overheid“. We are also translating it in English and it will be published soon through Amazon (we will let you know on this site).

Warning: there is a test version of the book available on Amazon in English, but we donot recommend to buy this version as it is outdated. For technical reasons we cannot delete it.

On this site you can:
– view the list of references
– read reviews
– read both serious and humorous blog posts
– read tips for when you start leading in a new position
– use all the visuals from the book

To quickly get an idea of what the book is about, you can watch the short film about it (a 2-minute-30-second visual summary).

Or read the summary below. And be sure to check out the reviews (that we translated from Dutch) as well.

Summary of the book

Many people in government (and in the private sector too) are dissatisfied with their managers. Chances are, you’ve had (or currently have) a boss who made you think: I could do this better myself. Fortunately, there’s now a book to help you do just that: Leadership in the public sector: If Only Your Boss Had Read This. Our book is meant for both current public-sector managers and those just starting out.

We, the authors — Fred Lafeber and Karel van Oosterom — have had both inspiring and less inspiring bosses, and we’ve learned from them what to do and what not to do. The lessons we’ve learned through trial and error are brought together in this book. We also take into account the unique aspects of the public sector — such as the relationship between civil service and politics, the social nature of the problems you must solve, the role of public debate, and the use of public financial resources.

Beginner’s mistakes

When you first start leading, there are plenty of pitfalls — and we’ve made our share of them. Like the times we tried not to get in the way of seasoned veterans, or when, as control freaks, we kept checking everything and took over when things didn’t go smoothly. Or when we thought we knew best and explained to the team how the work should be done. Or when we couldn’t choose between micromanagement and laissez-faire, unaware that there were other ways to help our teams perform at their best.

Whether you’re stepping into a leadership role for the first time or facing a new challenge, it’s crucial to have a plan. There’s no single magic formula for a successful start — it depends on your role, your background, and the context you’re in. That’s where we offer guidance.

Three pillars

We see three core areas of responsibility in public-sector leadership — which also form the structure of our book: content, people, and resources.

Who is responsible for the content — the politician or the civil servant? How do you best organize the substantive dimension of your work? Our “Spock Method” helps you determine whether to work programmatically, task-oriented, or process-oriented. The “Mieke Telkamp Model” supports project management, while our “Input–Throughput–Output Model” strengthens knowledge management.

Leading people

For the second dimension — leading people — we start with you. How can you make your own behavior more effective and achieve your goals? How can you expand your behavioral repertoire and become a leader who can switch between different influencing styles? We also show how to manage upward — how to get your own boss on board with the issues you care about. Equally important is how you and your team create shared values that form the basis of a safe and inclusive work environment where everyone can perform at their best.

Managing resources

The third dimension of public-sector leadership involves managing resources — such as legislation, finances, communication, and the use of ICT and AI. A very current question: where will your team work — in the office or from home? With our “Find the Balance” model, you’ll learn how to weigh the interests of yourself as a leader, the team, the individual, and the nature of the work.

With this book, we have a clear yet ambitious goal: to help create better leaders in government, thereby improving the services provided by national, provincial, and local governments and water authorities to citizens and society. We do this through practical examples, helpful visual checklists, and useful tips.

The Kintsugi method

We conclude with the metaphor of the Japanese Kintsugi method, highlighting the cracks within your team and the broader organization. We teach you to view your own mistakes and setbacks as opportunities for growth. We hope that by sharing our own mistakes, we’ll help you improve your leadership within government — so that one day your team members will say they’re glad you read “Leadership in the public sector: If Only Your Boss Had Read This”.