María Dapena Gómez

Public Leadership · Institutional Integrity · Human-Centred Governance · AI & Digital TransformationExploring the intersection of leadership, ethics and digital transformation in public institutions, in increasingly complex and evolving global environments, with human-centred perspective.

About

María Dapena Gómez is a senior public sector executive with more than two decades of leadership experience in human resources management and organisational transformation within public institutions.Her work focuses on the intersection between leadership, institutional integrity and the human dimension of digital transformation in the public sector.

Perspective

"Strong public institutions are not built by systems alone.
They are shaped by leadership, integrity and the human dimension of governance.Understanding how leadership, culture and institutional design interact to build trust, strengthen public value, and navigate the challenges of digital transformation are core topics in my work."

Current work and research interests

María Dapena Gómez’s current work explores the intersection between public leadership, institutional governance and the human dimension of digital transformation in the public sector, in increasingly complex environments.Her research focuses on how public institutions can remain robust, legitimate and human-centred in contexts of technological change, including the growing role of artificial intelligence in public administration.Her main areas of interest include:
▪︎ Public leadership and institutional governance
• Strategic human resources management in the public sector
• Institutional integrity and corruption prevention
• Organisational culture and safe institutional environments
• Gender equality and women in public leadership
• Human dimension of digital transformation and AI in public administrationMaría is particularly interested in how leadership, ethics and people management shape the capacity of institutions to generate public value and sustain citizens’ trust

Keynote speaking

Contribution to institutional and expert forums, conferences and academic events focused on the challenges of leadership and governance in the public sector.Keynote topics:◇ Human-Centred Leadership for the Future of Public Institutions◇ AI, Digital Transformation and the Future of Public Governance◇ Institutional Integrity and Corruption Prevention in Public Organisations◇ Gender Equality and Safe Institutional Cultures

Why I Write About Public Leadership and Institutional Integrity

Why Leadership and Integrity Matter in Public InstitutionsPublic institutions shape the daily lives of citizens in ways that often go unnoticed. They provide essential services, protect rights, manage public resources and uphold the rule of law. When institutions function well, they create stability, trust and fairness. When they fail, the consequences can be far-reaching for society.After more than two decades working in public administration, I have become increasingly convinced that the strength of public institutions depends not only on legal frameworks, procedures or organisational structures. It depends, above all, on the quality of leadership and on the ethical foundations that guide institutional behaviour.Leadership in the public sector is frequently associated with management responsibilities: coordinating teams, implementing policies, delivering results. These aspects are important, but they represent only one dimension of leadership. Public leadership also involves something deeper: the responsibility to safeguard institutional integrity and to cultivate organisational cultures that place the public interest at the centre of decision-making.Integrity is often discussed in terms of rules, codes of conduct or compliance mechanisms. These instruments are essential, yet they are not sufficient on their own. Institutions may have well-designed regulatory frameworks and still struggle to maintain ethical consistency in practice. Integrity ultimately depends on how individuals interpret and apply public values in complex, everyday situations.This is where leadership becomes decisive.Public leaders shape the ethical climate of organisations through their decisions, priorities and example. They influence whether integrity becomes a lived principle or remains a formal commitment. They create the conditions in which public servants feel encouraged to act responsibly, raise concerns and reflect critically on the consequences of their decisions.At the same time, public institutions today face an environment that is becoming increasingly complex. Digital transformation, the growing role of artificial intelligence, evolving societal expectations and the rapid circulation of information are redefining how public administration operates. These changes require institutions that are both innovative and trustworthy.Innovation without integrity can weaken institutions. Integrity without adaptation can render them ineffective. Public leadership therefore requires the ability to balance both dimensions.This space is intended as a place for reflection on these questions. It brings together ideas and observations drawn from professional experience, research and dialogue with colleagues who share a commitment to strengthening public institutions.The aim is not to provide definitive answers, but to contribute to a broader conversation about how leadership, integrity and human-centred governance can help public institutions respond to the challenges of our time.Strong institutions do not emerge automatically. They are built through daily decisions, ethical leadership and the collective commitment of those who serve the public.Reflecting on these issues is therefore not merely an intellectual exercise. It is part of the ongoing effort to strengthen the institutions on which democratic societies depend.

Insights and reflections

💠 Reframing Public Integrity in the Age of Complexity: Insights from the OECD Integrity Outlook 2026 💠

OECD (2026), Anti-Corruption and Integrity Outlook 2026: Harnessing the Integrity Advantage, OECD Publishing, Paris, https://doi.org/10.1787/16708b78-en.The publication of the OECD Integrity Outlook 2026 marks a significant milestone in the evolving global conversation on public governance. Moving beyond traditional compliance-based approaches, the report offers a renewed vision of integrity as a strategic, systemic and leadership-driven function within public institutions.At its core, the Outlook recognises a fundamental shift: integrity can no longer be understood merely as a set of rules or control mechanisms. Instead, it must be embedded within institutional cultures, leadership practices and governance systems capable of responding to increasing complexity, technological disruption and also societal expectations.From compliance to systemic integrityOne of the most relevant contributions of the report is its emphasis on the transition from formal compliance frameworks to systemic integrity ecosystems. This shift implies that integrity is not only about preventing misconduct, but about enabling better decision-making rules alone are insufficient without organisational cultures aligned with public values.
In this point, integrity systems must operate across institutions, not in isolation.This perspective connect strongly with current debates on public leadership: integrity is not a peripheral function, but a core dimension of institutional performance and legitimacy.The strategic role of leadershipThe Outlook reinforces a key idea: leadership is central to integrity.
Public leaders are not merely responsible for enforcing rules; they are expected to shape ethical organisational cultures;
manage tensions between performance, innovation and accountability acting as stewards of public value in increasingly complex environments. In this sense, integrity becomes a leadership capability, not only an institutional requirement. And it builds robust institutions.This aligns with a broader understanding of public governance in which values, behaviour and decision-making processes are as relevant as formal structures.Integrity in the context of digital transformationA particularly relevant dimension of the report is its connection between integrity and digital transformation, including the growing role of artificial intelligence. Im this area, the Outlook highlights core emerging risks, as opacity in algorithmic decision-making; new forms of influence and manipulation challenges in ensuring accountability in digital environments.
However, it also points to opportunities: digital tools can strengthen transparency, traceability and oversight if properly governed.
This dual perspective confirms that integrity frameworks must evolve to address technological complexity, not only administrative risks.Towards human-centred public governanceBeyond technical recommendations, the OECD Integrity Outlook 2026 implicitly supports a broader paradigm, which is the need for human-centred governance.
Integrity systems are ultimately about key elements as trust between institutions and citizens; fairness in decision-making; and legitimacy of public action. In this sense, integrity cannot be reduced to compliance or risk management. It is deeply connected to how public institutions understand their purpose and exercise authority.The OECD Integrity Outlook 2026 provides a robust analytical framework for rethinking integrity in public institutions. Its main contribution lies not only in identifying risks, but in reframing integrity as a strategic and leadership-driven dimension of governance.For public leaders, the challenge is clear: to move beyond formal systems and build institutions that are not only compliant, but ethically grounded, resilient and capable of generating public value in complex and evolving contexts.Dapena Gómez, María, Integrity as a Leadership Capability: Reflections on the OECD Anti-Corruption and Integrity Outlook 2026 (April 05, 2026). Available at SSRN: https://ssrn.com/abstract=6525558 or http://dx.doi.org/10.2139/ssrn.6525558

🔹️Leadership and integrity in public organisations🔹️

Public institutions are among the most important pillars of democratic societies. They safeguard the rule of law, deliver essential services and ensure that collective decisions are implemented fairly and effectively. Yet the strength of public institutions ultimately depends not only on formal rules or legal frameworks, but also on something less visible and more complex: the integrity of the organisations themselves.Integrity in public organisations is often understood primarily through the lens of compliance. Codes of conduct, anti-corruption regulations, transparency mechanisms and accountability procedures are all essential components of modern governance systems. However, experience shows that integrity cannot be sustained by regulation alone. Formal rules may define acceptable behaviour, but they cannot fully shape the culture within which public servants operate.This is where leadership becomes decisive.Leadership in public organisations plays a critical role in shaping the ethical climate of institutions. Leaders influence not only strategic direction and organisational performance, but also the norms and expectations that guide everyday behaviour. Through their decisions, priorities and example, they signal what truly matters within an organisation.Integrity therefore cannot be reduced to a compliance framework; it is fundamentally a leadership issue.Public leaders are uniquely positioned to create organisational environments where ethical behaviour becomes the norm rather than the exception. This requires more than simply enforcing rules. It involves cultivating a culture of trust, openness and responsibility in which public servants feel both empowered and accountable.One of the key challenges lies in bridging the gap between formal values and organisational practice. Many public institutions articulate strong commitments to integrity, transparency and public service values. Yet these principles only become meaningful when they are consistently reflected in decision-making processes, leadership behaviour and institutional priorities.Integrity-based leadership requires coherence. Public leaders must ensure that organisational incentives, performance systems and management practices are aligned with the values they promote. When institutions reward short-term efficiency while overlooking ethical considerations, the credibility of integrity frameworks quickly erodes.Another important dimension of leadership and integrity concerns organisational culture. Culture shapes how rules are interpreted, how dilemmas are addressed and how individuals respond to pressure. Leaders influence culture through everyday interactions: the way they address mistakes, how they encourage dissenting views, and whether they create safe spaces for raising concerns.An organisation that values integrity must also value dialogue.Encouraging open discussion about ethical dilemmas strengthens institutional resilience. Public servants frequently operate in complex environments where decisions involve competing values, political pressures or resource constraints. In such contexts, integrity is not simply about avoiding wrongdoing but about navigating complexity responsibly.Leadership therefore involves creating conditions where ethical reflection is possible.In recent years, the challenges facing public organisations have become increasingly complex. Digital transformation, the growing use of artificial intelligence, rising societal expectations and the rapid circulation of information all place new demands on public institutions. These transformations make the role of integrity even more crucial. When trust in institutions is fragile, ethical leadership becomes a key source of legitimacy.Ultimately, integrity in public organisations is not merely about preventing misconduct. It is about strengthening the capacity of institutions to act in the public interest. Leaders who prioritise integrity contribute not only to organisational performance but also to the credibility of democratic governance itself.Public leadership, at its core, is therefore inseparable from integrity. Rules may establish the framework for ethical behaviour, but it is leadership that gives those principles life within public organisations.

🔺️Rethinking Corruption Prevention in Public Institutions: A Leadership and Governance Perspective in the European Context🔻

Recent work developed by the Organisation for Economic Co-operation and Development and the European Commission reflects a growing consensus: corruption prevention in public institutions can no longer rely solely on compliance mechanisms or formal control systems.Instead, it must be understood as a systemic, governance-driven and leadership-dependent function, embedded in institutional culture and decision-making processes.Beyond compliance: towards integrity ecosystems.Traditional approaches to corruption prevention have focused on regulatory frameworks, control mechanisms and sanctions. While necessary, these instruments have proven insufficient in increasingly complex environments.The OECD has consistently emphasised the need to move towards integrity systems that integrate prevention, detection and enforcement across institutional structures (OECD Public Integrity Framework)Similarly, recent initiatives by the European Commission highlight the importance of strengthening rule of law mechanisms, transparency and institutional accountability across Member States (EU Rule of Law Report)The central role of public leadershipA key insight emerging from OECD work is that integrity is not only a regulatory matter, but a governance and leadership issue.The OECD Integrity Outlook 2026 underlines that effective integrity systems depend on leadership capable of shaping organisational culture and aligning behaviour with public values. And public leaders are therefore expected to promote ethical cultures, while integrating integrity into decision-making in order to manage institutional complexity.New risks in the digital and AI contextThe digital transformation of public administration introduces new integrity risks, particularly in relation to artificial intelligence.The OECD has highlighted concerns regarding transparency, accountability and oversight in algorithmic systems (OECD AI Principles)At European level, the regulatory framework established through the AI Act seeks to ensure trustworthy AI systems, including safeguards related to transparency and risk management (EU AI Act)These developments confirm that corruption prevention must evolve to address technological complexity, considering that traditional systems are no longer efficient in corruption prevention.Towards a human-centred approach to corruption preventionRecent OECD and EU approaches converge towards a broader understanding of governance based on trust, legitimacy and public value.
Integrity is therefore closely linked to
fairness, accountability and citizen trust.This perspective aligns with the notion of human-centred public governance, in which institutional behaviour and leadership play a decisive role.Corruption prevention in public institutions is evolving from a compliance-based model towards a systemic and leadership-driven approach.The challenge for public institutions is not only to prevent misconduct, but to build organisations that are
ethically grounded, institutionally robust and capable of navigating complexity and even adversity.References:
Organisation for Economic Co-operation and Development, OECD Integrity Outlook 2026
OECD Public Integrity Framework
OECD AI Principles
European Commission, Rule of Law Reports
EU AI Act

🔸️Human-Centred governance in the digital age🔸️

Public institutions across the world are undergoing profound transformation. Digital technologies, data-driven decision-making and artificial intelligence are reshaping how governments design policies, deliver services and interact with citizens. These changes promise greater efficiency and innovation, but they also raise a crucial question: how can public organisations ensure that digital transformation remains centred on people?Human-centred governance places individuals—citizens, public servants and communities—at the heart of institutional design and decision-making. It recognises that the purpose of public institutions is not merely to administer processes, but to serve the public interest in ways that respect dignity, fairness and democratic values.The rapid adoption of digital tools can sometimes shift attention toward technical efficiency at the expense of human considerations. Automated systems, algorithmic decision-making and large-scale data analysis may improve administrative performance, but they also risk creating distance between institutions and the people they serve. Human-centred governance seeks to prevent this gap by ensuring that technological innovation is guided by ethical reflection and public values.Leadership plays a crucial role in maintaining this balance. Public leaders must understand both the opportunities and the limitations of digital technologies. More importantly, they must ensure that the introduction of new systems strengthens, rather than weakens, the relationship between institutions and citizens.Human-centred governance also requires inclusive decision-making. Digital transformation affects different social groups in different ways. If technological solutions are designed without considering diverse perspectives, they may unintentionally reinforce inequalities or reduce accessibility to public services. Engaging citizens, public servants and experts in the design of digital initiatives helps create solutions that are more responsive to real needs.Another key dimension concerns transparency and trust. As digital tools become more complex, citizens may find it increasingly difficult to understand how decisions are made within public institutions. When people cannot see how systems operate, confidence in institutions may decline. Human-centred governance therefore demands openness about how technologies are used, how data are managed and how accountability is ensured.Ultimately, digital transformation should be understood not only as a technological process but as an institutional and cultural one. Technology can enhance public administration, but it cannot replace the fundamental values that underpin democratic governance. Public institutions remain responsible for ensuring fairness, protecting rights and maintaining public trust.Human-centred governance reminds us that the success of digital transformation will not be measured solely by efficiency or innovation. It will be measured by the extent to which public institutions remain capable of serving people with integrity, responsibility and respect in an increasingly digital world.

Research and publications

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Legal notice

This website is intended for informational and academic purposes only and does not constitute any commercial activity.The views expressed on this website are personal and do not necessarily reflect the official position of the public institution where María Dapena Gómez currently serves.© 2026| María Dapena GómezAll content on this website constitutes original professional and academic work.Any reproduction, distribution or use requires prior authorization.