Expanding Leadership Throughout the Academy  2004

2. Expanding Leadership Throughout the Academy2004 International Leadership Association Washington, D. C. November 5, 2004

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

4. Howard Prince (512) 471-4303 hprince@mail.utexas.edu www.utexas.edu/lbj/research/leadership/

5. 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

6. Brief Case Studies • West Point • Forced from the outside • 30-year war • Jepson School • A gift they couldn’t refuse • Large number of faculty strongly opposed • LBJ School • New dean’s vision • End run of tenured faculty

7. 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)

8. LEADERSHIP POLICY DEVELOPMENT

9. 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

10. 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.

11. 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

12. Developing Ethical Leaders for Public Service

14. NIXON RESIGNS AUG 1974

16. LTC Oliver North Takes The Oath To Tell The Truth Iran Contra Hearings 1987

17. LTC Oliver North and His Lawyer Iran Contra Hearings 1987

18. 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

19. 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

20. 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

21. Elements of Public Service Ethics • Performance management • Darley’s Law

22. 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)?

23. 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

24. 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?

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

26. 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

27. 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

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

29. Howard Prince (512) 471-4303 hprince@mail.utexas.edu www.utexas.edu/lbj/research/leadership/

30. Last Slide