Magistratus Publicus: The Competences of a Local Government Official and the Expectations of External Stakeholders
Purpose: The aim of this article is to assess the extent to which the professional competences of local government officials correspond to the expectations of external stakeholders operating in the local public sphere. Design/Methodology/Approach: The analysis focuses on three key areas of competence—knowledge, skills, and social competences—which collectively determine the quality of public administration and its relations with the external environment. Empirical research was conducted using a mixed-methods approach, combining questionnaire surveys and semi-structured interviews. The study encompasses both the self-assessment of local government officials and evaluations formulated by external stakeholders. Findings: The results reveal significant discrepancies between officials’ self-assessments and stakeholder expectations, particularly with regard to social competences and selected practical skills. At the same time, the study confirms a high level of substantive and professional knowledge among local government officials, which constitutes a stable foundation for the effective performance of public tasks. Practical Implications: The findings justify the need to implement an integrated and holistic model of professional competence development in local government administration, one that systematically incorporates the perspectives and expectations of both administrative actors and external stakeholders. Originality/Value: The article contributes to the literature on public administration and competence management by offering a multidimensional and stakeholder-oriented assessment of local government officials’ competences. By juxtaposing internal self-evaluations with external expectations, the study provides novel empirical insights that may support evidence-based human resource development policies in local public administration.