One of the roles of a leader is to create unity of direction with people who have different views. Ideally, leaders’ decisions produce greater cohesion and direction and less fragmentation. Decisions made when a leader is using coping or defensive behaviour tend to be reactive, have little flexibility and rarely contribute to social cohesion or progress. When decision-making enhances social cohesion, more often than not, those involved have worked with spontaneity. Spontaneity, a life-giving state of being, is essential for creativity and innovation. There are at least five criteria underpinning spontaneity; the decision or action:
- is adequate for the situation (i.e. fit for purpose)
- enhances vitality,
- is innovative,
- has flexibility for moving forward and
- is creative.
- build cultures enabling staff to deliver to government outcomes
- create greater cohesion among services across government, and
- respond with equity and fairness to the needs and expectations of New Zealanders.