Professional Accountability

1. Professional Accountability Professor Stephen Cheung Dean, School of Business Hong Kong Baptist University

2. 民無信不立《論語·顏淵》“The basis of effective government is public confidence . . . ”- JF Kennedy Professional Accountability : Two Important Pillars – Leadership and Governance

3. Gaining public trust is the ultimate motivation for achieving professional accountability.

4. When accountability meets responsible leadership . . . • Leaders in a regulated context and in public offices need to put public interest as the top priority because of high social expectation. • They operate in an environment of high scrutiny from the media and the public. . . . public interests come first.

5. Patternunder pressure over BBC debacle • Calls for broadcaster’s chairman to quit intensify amid reports of director general’s £1.3m pay-off SCMP 12 November 2012 A3

6. C.Y. faces heat over TV licence debacle • The long-overdue issuing of new free-to-air television licences could be the next political bomb for Leung Chun-ying’s government as public discontent rises. • This has become evident amid a mounting chorus of protest against both the delay and the issuing of the licences. • ATV’s live broadcast of its rally against the new licences outside government headquarters on Sunday had drawn more than 1,000 complaints by yesterday. SCMP 12 November 2012 A3

7. Obama’s next CLA chief must be chosen with care • US President Barack Obama has begun searching for a new CIA director ….. in the midst of investigations about the killing of the US ambassador in Libya; at a crucial moment in convert war against Iran….. • David Petraeus resigned on Friday because of extramarital affair….. SCMP 12 November 2012 A3

8. What brings accountability? • Authentic Leadership • Desiring to serve others • Good Governance • Using governance as leadership

9. Authentic Leadership Five Qualities • Understanding purpose of life • Practising solid values • Leading with heart • Establishing close & enduring relationships • Demonstrating self-discipline

10. Governance as Leadership Three Types of Governance • Type I : Fiduciary • Type II : Strategic • Type III: Culture Setting

11. Governance as Leadership Type I : Fiduciary Level • All assets, especially tangible assets, are conserved and optimised to promote the organisation’s mission • Resources are used effectively in service of the mission • Debates conducted on fiduciary significance on issues • Reviews on fit of programmes and missions

12. Governance as Leadership Type II : Strategic Level • Board and management think together to discover strategic priorities and drivers • Objectives and goals are set with measureable performance indicators • Leadership is part of the driving force behind implementation • Follow-up evaluation and continuous enhancement are the key

13. Governance as Leadership Type III : Culture Setting Level • Mindset change • Engage the ‘collective mind’ • Enhance the value

14. Governance and government effectiveness Doing the right thing is no more sufficient to gain public support. Only by doing the right thing right is the real leadership.

15. Accountability beyond governance • Doing the right things: • growing the economy in a way that creates opportunities for everyone, • providing high-quality health and education services, and • ensuring safety and security

16. Accountability beyond governance • Doing the right things right : • Building up a government that delivers results • Aiming for systemic change • Preparing with conceptual analysis • People and stakeholders • Facilitating cross sector and cross country collaboration

17. Thank You !