Expanding Leadership Throughout the Academy ?2004

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Expanding Leadership Throughout the Academy ?2004

• International Leadership Association
• Washington, D. C.
• November 5, 2004

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• Howard T. Prince II, Ph. D.
• Director
• Center for Ethical Leadership
• LBJ School of Public Affairs
• The University of Texas at Austin

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Howard Prince

• [phone]
• hprince_at_mail.utexas.edu
• www.utexas.edu/lbj/research/leadership/

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Challenges

• Faculty resistance, skepticism, irrational
  hostility
• Old cultures
• Anti-leadership vaccine (Gardner, Greenleaf)
• Leadership not in the dominant paradigms
  (economics, etc.)
• Competition for scarce resources (, students,
  space)
• New cultures
• Opportunity
• A possible example, a startup like the Bush
  School at TAMU
• Faculty lack of knowledge about leadership and
  leader development
• Knowledge is scattered across several disciplines
• No generally accepted, empirically tested theory
  of leader development
• The administration
• Too much zeal
• Indifference, skepticism, or hostility

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Brief Case Studies

• West Point
• Forced from the outside
• 30-year war
• Jepson School
• A gift they couldnt refuse
• Large number of faculty strongly opposed
• LBJ School
• New deans vision
• End run of tenured faculty

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Leadership Education and Professional Schools of
Public Policy

• Public administration, management,
  or leadership?
• Ethics and leadership
• Leadership knowledge
• Leadership experience
• The primacy of policy
• The reign of regression analysis
• Short-term student postgraduate focus vs.
• long-term leadership opportunities
  (2LT vs. generals, GS 9-11-13 PMI vs. SES)

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Getting Traction

• Graduate courses
• How to think about leadership
• The other side of policy development Leading
  change (Hillary Care vs. Social Security
  Administration under Ken Apfel)
• Other leadership topics
• Experiential and observational learning
• Leadership conferences
• Leaders-in-Residence
• Non-credit professional development personal
  assessment, skills workshops

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Leadership Course Outcomes

• Have a clear sense of the purpose of leadership,
  the ethical dimensions of leadership, and the
  relationship between leaders and followers in a
  free society.
• Be able to use multiple leadership concepts to
  understand leadership situations and enhance your
  effectiveness in the leadership process as a
  leader and a follower.
• Understand the impact of individual differences
  and different situations on the practice of
  leadership.
• Understand your current strengths and weaknesses
  as a leader and as a follower, and develop your
  own personal approach to the practice of
  leadership.
• Enhance your ability to participate in and to
  lead a small group with an interdependent task.
• Enhance your ability to think critically, to
  analyze complex and diverse concepts, and to use
  your reasoning, judgment and imagination to
  create new possibilities in leadership
  situations.
• Be able to communicate your ideas clearly and
  persuasively orally and in writing.

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Leader Development

• Selection
• Expanding knowledge and conceptual frameworks for
  understanding and practicing leadership
• Experience and observation, creating a practice
  field
• Assessment and feedback
• Reflection
• Identity shifts
• Strengthening integrity
• Continuous cycle over a life time

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Developing Ethical Leaders for Public Service
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NIXON RESIGNS AUG 1974
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LTC Oliver North Takes The Oath To Tell The
Truth Iran Contra Hearings 1987
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LTC Oliver North and His Lawyer Iran Contra
Hearings 1987
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Elements of Public Service Ethics

• Accountability
• Follow laws
• Obey higher directives or resign in protest
• Strive for efficiency, economy, effectiveness
• Ethical behavior
• Adherence to standards
• Leaders set sound standards
• Avoid even the perception/appearance
  of wrongdoing
• Leaders create an ethical environment

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Elements of Public Service Ethics

• Control systems
• Voluntary compliance based on perception of
  legitimacy and trust
• Standard setting
• Expectations
• Communicate concerns of leaders and control
  agencies
• Monitoring
• Audits
• Inspections
• Sanctions
• Self control vs. External control

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Elements of Public Service Ethics

• What to control
• Fiscal controls legal expenditures
• Process controls waste, fraud, abuse,
  mismanagement to achieve efficiency
• Program controls effectiveness, achieving goals
  of annual and strategic plans

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Elements of Public Service Ethics

• Performance management
• Darleys Law

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Elements of Administrative Morality

• What are the limits of control?
• An ethic of compliance? or
• An ethic of public service?
• What else is there?
• Find moral people?
• Recruitment
• Screening (background checks)
• Selection
• Ethical Influence (Leadership)?

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Elements of Administrative Morality

• What else is there?
• Leadership
• Personal example
• Establish an ethic of public service
• Develop moral capacity of others (is that really
  part of my job?). How can you do this with
  adults at work?
• Establish an ethical environment

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Elements of Administrative Morality

• What is the content of a public service ethic for
  public managers
  and administrators?
• What values support the role of the public
  manager and administrator?

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Ethical Leadership

• The LAPD
• Abu Graib
• The Texas TAAS, Austin Style
• State Department officials resign in policy
  protest vs. anonymous CIA and other leakers

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The Ethical Responsibilities of The Leader

• The distinguishing mark of leadership and
  executive responsibility is influencing the moral
  behavior of others.
• Chester Barnard
• The Functions of the Executive

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The Ethical Culture Influencing The Actions
of Others

• The example of leaders
• Leaders gain support and commitment from everyone
  to shared values
• The quality of leader-follower relationships
• Leaders set expectations, clear guidelines, norms
• Leaders develop moral capacity of organization
  and individuals
• Leaders manage competition and stress
• Leaders reward ethical behavior
• Leaders punish unethical behavior
• Leaders must neutralize potentially harmful
  contextual forces

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What are your questions or comments?
Thank you for your interest and for joining us
today!
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Howard Prince

• [phone]
• hprince_at_mail.utexas.edu
• www.utexas.edu/lbj/research/leadership/

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