Managers in the public sector are motivated by their “challenging and interesting work” and most intend to remain in the sector, according to the first Public Management Index.

The index, put together by the National School of Government and Ashridge Business School, was based on a survey of 1,394 senior and middle managers in the public sector.

The results were compared with a similar survey of private sector managers by Ashridge. They showed that all leaders are motivated by many of the same things no matter which sector they work in. “Challenging and interesting work” was ranked as the most motivating factor by both. Other motivators for both sectors were a high basic salary and the opportunity to learn and develop. Those working in the public sector also rated “doing work that is of value to society” and “job security”.

However, public sector managers did say that they were dissatisfied with their management teams and with a lack of talent development. The results showed that just over half, 55 per cent, of public sector managers described their leaders as effective, compared with 74 per cent of managers in the private sector.

Only 36 per cent of public sector respondents believed that their organisations were doing enough to develop future leaders.

David Sweeney, head of the Centre of Strategic Leadership at the National School of Government, said: “There is a growing awareness that the public sector environment is uniquely complex and demanding, and these results show that there is an appetite for more effective leadership to match it. It is clear that we must continue to invest in leadership development, but I would also suggest that good leadership is manifest in the many positive messages around loyalty, engagement and satisfaction with working practices.”

The index revealed significant loyalty within the public sector, with 88 per cent of managers reporting that they intended to continue working in the sector. Public sector managers were also positive about their work-life balance.

More than half of private sector respondents said they frequently worked more than 60 hours a week compared with 24 per cent in the public sector.

About 39 per cent of public sector managers reported that flexible working was encouraged in their organisation, in contrast to only 39 per cent in the private sector. Communication emerged as a very important skill for public sector managers: more than 74 per cent said that, increasingly, they had to influence people over whom they had no management responsibility. And 46 per cent said they believed that their leaders did not communicate enough with staff.

Mark Pegg, director of the Ashridge Public Leadership Centre, said: “This is the first time we have conducted the index within the public sector. It reveals a number of continuing challenges that need addressing, such as leadership development and communication from the top, but also shows a public sector workforce with strong public values, full of passion, energy and loyalty.”

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