I created Bedtime Stories for Public Servants because I believe some of the most important lessons in public service aren’t found in textbooks—they’re lived, felt, and remembered.

If you’ve experienced, witnessed, heard about, or even read something that made you stop and think—about the challenges, values, or everyday realities of public service—I’d love to hear it.  Maybe it’s a situation you’ve faced, a conversation that stuck with you, or a challenge you saw unfold in your community. If it holds a lesson, a dilemma, or a truth about the public sector, it might just make a powerful story.

You don’t need to write the story yourself—just share the idea. I can take it from there, and if it’s a good fit, I’ll be in touch.

Feel free to send your ideas or experiences to me at mohsenfatemi@ku.edu

This project grows through real voices and shared reflections. Thanks for being part of it.

If you enjoyed it, feel free to pass it along to anyone who might connect with it, learn from it, or just appreciate the read.

Public service leadership refers to the practice of guiding, influencing, and inspiring people and institutions within the public sector—government agencies, nonprofit organizations, and civic institutions—to serve the public good effectively, ethically, and equitably.

Core elements of public service leadership include:

1. Mission-Driven Leadership

1. • Anchored in a commitment to the public interest, not profit or personal gain.

   • Focused on improving community well-being, delivering essential services, and advancing justice.

2. Values-Based Decision-Making

   • Guided by principles such as equity, integrity, transparency, accountability, and inclusion.

   • Balances competing demands and ethical dilemmas with a long-term view of societal impact.

3. Collaborative Governance

   • Works across sectors and with diverse stakeholders, including the public, other agencies, and private actors

   • Encourages co-production of policy and services through engagement, negotiation, and shared leadership.

4. Adaptive and Systems Thinking

   • Navigates complex systems and uncertain environments with flexibility and foresight.

   • Integrates data, experience, and diverse perspectives to solve wicked problems (e.g., climate change, health equity).

5. Empowering Others

   • Develops team capacity, promotes inclusive participation, and fosters leadership at all levels.

   • Values empathy, emotional intelligence, and listening as tools for motivation and innovation.

6. Commitment to Justice and Equity

   • Recognizes and addresses systemic barriers that affect historically marginalized populations.

   • Ensures that policies and practices serve all communities fairly and respectfully.

In essence, public service leadership is about stewarding power and resources responsibly to promote the common good, often in contexts marked by constraint, complexity, and accountability to the public. It's both a mindset and a skillset that demands courage, humility, and continual learning.

The study of public service leadership matters because effective leadership is essential to addressing society’s most pressing challenges—such as inequality, climate change, and public health. Public leaders influence how resources are allocated, how institutions respond in times of crisis, and how trust in government is built or eroded. Their decisions directly shape the quality of life in communities and the fairness of public systems.

Studying public service leadership also helps cultivate the skills, values, and mindsets needed for ethical and inclusive governance. It provides tools for navigating complexity, fostering collaboration across sectors, and ensuring that public institutions serve all people—especially those historically marginalized. In short, it equips current and future leaders to act with integrity, lead with empathy, and pursue the common good.

Van Wart, M. (2013). Lessons from leadership theory and the contemporary challenges of leaders. Public Administration Review, 73(4), 553–565. https://doi.org/10.1111/puar.12069 

Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206–215. https://doi.org/10.1111/j.1540-6210.2011.02496.x 

Wright, B. E., & Pandey, S. K. (2010). Transformational leadership in the public sector: Does structure matter? Journal of Public Administration Research and Theory, 20(1), 75–89. https://doi.org/10.1093/jopart/mup003 

Trottier, T., Van Wart, M., & Wang, X. (2008). Examining the nature and significance of leadership in government organizations. Public Administration Review, 68(2), 319–333. https://doi.org/10.1111/j.1540-6210.2007.00865.x 

Fernandez, S., & Rainey, H. G. (2006). Managing successful organizational change in the public sector. Public Administration Review, 66(2), 168–176. https://doi.org/10.1111/j.1540-6210.2006.00570.x

Jackson sat at his desk, flipping through meeting notes, his shoulders tense. Darla leaned against the filing cabinet, watching him with a calm, knowing expression. The room was still, the soft hum of the air conditioning the only sound.

A light knock at the door broke the silence. The Civic Sage stepped in, his presence both gentle and grounding.

Civic Sage (smiling): Mind if I sit for a moment?

Jackson (nodding): Of course.

The Sage settled into the worn leather chair, leaning forward slightly.

Civic Sage: I could hear the tension from down the hall. Everything alright in here?

Jackson (rubbing his forehead): Just trying to make sense of it all. I thought I’d come in with these ideas and just... make things better. But now it feels like I’m stuck, and everyone’s watching me spin my wheels.

The Sage nodded, his eyes thoughtful.

Civic Sage: Sometimes, the hardest part of leading isn’t the plan itself, but the space between the plan and the people you’re trying to move with it.

Darla (chiming in): Especially when folks expect you to know the way all the time.

Jackson looked up, a bit surprised. The Sage continued.

Civic Sage: Leadership isn’t about having a roadmap to every problem. It’s about showing you’re willing to walk the path—even when it’s not clear where it leads. People aren’t just looking for certainty; they’re looking for commitment.

Jackson hesitated, glancing at his notes.

Jackson: But how do I lead when I’m not sure what’s next? I thought admitting that would help, but it just made everyone uneasy.

The Sage smiled gently.

Civic Sage: It’s not the uncertainty that unsettles them—it’s the fear that you might give up when things get hard. Sometimes, showing your commitment to keep moving—despite the confusion—is more valuable than having the perfect answer.

Darla (nodding): Exactly. You’re not just managing a plan, you’re leading people through the mess. They want to see that you’re not just going to sit down and wait for it to fix itself.

Jackson let out a breath, some of the tension leaving his shoulders.

Jackson: So, I need to focus less on the perfect solution and more on making it clear that I’m not giving up. That I’m willing to keep moving, even if it’s one uncertain step at a time.

Civic Sage (smiling): Precisely. Public service leadership isn’t about knowing everything—it’s about being brave enough to keep going, even when the path isn’t clear. Your willingness to take that step shows people that progress doesn’t always mean having all the answers.

Jackson gave a small nod, his gaze steadying.

Jackson: Alright. I guess I need to change how I’m approaching this. Less focus on the plan, more focus on moving forward with them.

The Sage stood, giving Jackson a reassuring pat on the shoulder.

Civic Sage: You’re not alone in this. People will walk with you when they see you’re willing to lead—even through the uncertainty.

As the Sage left, Darla crossed her arms, a faint smile on her face.

Darla: He’s right, you know. You’ve got this. Just take the first step. We’re with you.

Jackson nodded, feeling a sense of purpose settle in. He turned back to his notes, ready to draft a message—not about having all the answers, but about moving forward together.

One of the most significant lessons from the story is the importance of vulnerability in public service leadership. Jackson initially perceives his admission of uncertainty as a failure, believing that leaders should always have answers. However, Darla’s advice reframes this vulnerability as a strength, suggesting that honesty about challenges can build trust and inspire collaboration. In public service, where complex issues rarely have clear-cut solutions, leaders who acknowledge their struggles while demonstrating a commitment to progress foster stronger connections with both colleagues and the community. Effective leadership does not mean appearing flawless; rather, it means being transparent about difficulties and showing a willingness to move forward despite uncertainty.

Another key insight from the story is the power of taking initiative to mobilize collective action. Darla’s story about the old man getting off the broken bus illustrates that leadership often requires taking the first step—even when the destination is unclear. In public administration, leaders frequently face situations where waiting for the perfect solution leads to paralysis. Instead, demonstrating the courage to act, even without a fully formed plan, can inspire others to follow. This approach aligns with leadership theories that emphasize proactive decision-making and symbolic actions as essential for generating momentum in challenging situations. In this context, Jackson learns that sometimes progress comes not from knowing the entire path but from demonstrating the willingness to move forward despite obstacles.

The story also highlights the importance of inclusive leadership and building collective ownership. Jackson initially assumes that leadership means having all the answers and directing others with certainty. However, through Darla’s guidance, he realizes that his role is not to dictate solutions but to involve others in the process. In public service leadership, fostering a sense of collective responsibility empowers team members and community stakeholders to engage actively in problem-solving. Leaders who create space for dialogue and collaboration strengthen their teams and ensure more resilient and inclusive decision-making processes.

Additionally, the story underscores the need to create psychological safety within public service organizations. Jackson’s reluctance to express uncertainty reflects a workplace culture where admitting a lack of knowledge feels risky. Darla’s supportive approach demonstrates how experienced mentors can help emerging leaders feel safe to share their doubts. Cultivating psychological safety is crucial for public service organizations, as it encourages openness, innovation, and continuous learning. Leaders who model vulnerability set a precedent that allows others to contribute ideas without fear of judgment, fostering a more dynamic and adaptive organizational environment.

Finally, the story emphasizes the invaluable role of mentorship in developing public leaders. Darla’s guidance to Jackson exemplifies how experienced public servants can shape the leadership journey of newer colleagues. Her insights do not just offer practical advice but also impart a deeper understanding of the human aspects of leadership. In public administration, mentorship is vital for bridging generational gaps and transmitting institutional knowledge. It is not only about imparting technical skills but also about teaching how to navigate the social and emotional dimensions of leadership. When seasoned professionals invest in guiding newer leaders, they contribute to sustaining a resilient and adaptive public service culture.

The Last Bus to Goodwill illustrates that public service leadership is not about perfection but about honesty, courage, and collective effort. Leaders who are willing to admit their uncertainties while committing to move forward set a powerful example. By building trust, fostering inclusion, and creating a supportive environment, public servants can inspire communities to take the necessary first steps—even when the way forward is not entirely clear.

Ashikali, T. S. (2023). Unraveling determinants of inclusive leadership in public organizations. Public Personnel Management, 52(4), 650–681. https://doi.org/10.1177/00910260231180286 

Sott, M. K., & Bender, M. S. (2025). The role of adaptive leadership in times of crisis: A systematic review and conceptual framework. Merits, 5(1), Article 2. https://doi.org/10.3390/merits5010002 

Fernandez, S., & Rainey, H. G. (2006). Managing successful organizational change in the public sector. Public Administration Review, 66(2), 168–176. https://doi.org/10.1111/j.1540-6210.2006.00570.x 

Bozeman, B., & Feeney, M. K. (2009). Public management mentoring: A three-tier model. Review of Public Personnel Administration, 29(2), 134–157. https://doi.org/10.1177/0734371X08325768 

Lintanga, A. J. bin, & Rathakrishnan, B. (2024). The impact of psychosocial safety climate on public sector job satisfaction: The moderating role of organizational climate. BMC Psychology, 12, Article 38. https://doi.org/10.1186/s40359-023-01513-8