Leadership and Administrative Dynamics

1. Leadership and Administrative Dynamics Eckerd Fall 2011

2. Agenda Review of last week What is a fair start? Leadership and decision making Veil of ignorance Review memos in class. Write memos Kozol Memo Writing

3. Review of material • How do we make decisions in a human services context? • Complexity of decision making: • Situation – You have $20,000 and two children in the foster care system. The average cost of foster care per client is $10,000. One child is mentally ill and requires $15,000 in care. What do you do? You can Serve 3 other children with this amount.

4. Externalities

5. Market Failures Who pays the full cost of illegal drug sales?

6. RAWLS The discussion is about how leaders make decisions. Why? • Rawls is talking here about how to make moral decisions. • Morality is not always cost efficient. • Laws are not always moral.

7. Definitions you need to know • Utilitarianism • Social Contract • Original position • Veil of Ignorance • Accident of birth

8. Rawls R Prevent excessive accumulations of property and wealth Inviolability of each individual Fair equality – mitigate the influence of social contingencies and natural fortune Equal opportunity for education, proper medical access, school readiness Social and economic inequalities are acceptable if they improve the expectations of the least advantaged Rawls argues that the solution to social justice is to consider the worst possible outcome for yourself behind the veil of Ignorance. Given the possibility of being the least well-off you would accept a satisfactory minimum rather than to risk higher losses

9. What is a fair start? • http://www.youtube.com/watch?v=VcL66zx_6No

10. Decision making situation • “The loss of freedom for some can never be made right by a greater good shared by others” • Promoting, in policy decision making, the well-being of the least advantaged. • Considered Judgments (screening bias) Child A is white, middle class with relatively good behavior Child B is poor, black and due to abuse has relatively bad behavior What are the screening steps you would go through?

11. Decision making in Human Services • Rawls says there is an obligation on public administrators and human service leaders to provide an equitable distribution of public services. • He has also provided a framework for administrative ethics. • Provides ways in which a mediating model of public reason might be developed for public administrators working on deeply divisive social and economic issues.

12. Leadership • What are the moral implications of leadership? • Being the “decider” • The issue is not that leaders should be held to a higher moral standard, but that they should be held to the same standards as the rest of us.

13. Moral Consistency • A leader’s moral inconsistencies are public and therefore noticeable. • When a leader’s actions do not match espoused values, public trust is lost.

14. Leaders as a change agent • Ends justifying the immoral means. • Robin Hood – Stealing is stealing. • Joanne B. Ciulla: “Robinhoodism is simply Machiavellianism for nonprofits • Politics is amoral and that any means however unscrupulous can justifiably be used in achieving political power.

15. Fellow Workers Fellow Workers Regions of Country Family Profession The Individual Conscience Friends Employer The Law Religious Beliefs Society at Large Sources of Ethical Norms

16. Gallup Poll finds that only 17 percent to 20 percent of the public thought the business ethics of executives to be very high or high

17. What am I allowed to do? What am I morally obligated to do? • Law often represents an ethical minimum • Ethics often represents a standard that exceeds the legal minimum

19. Corporate Social Responsibility (CSR) Preliminary definitions of CSR • The impact of a company’s actions on society • Requires a manager to consider his acts in terms of a whole social system, and holds him responsible for the effects of his acts anywhere in that system

21. Lawrence Kohlberg and Jean Piaget • Adults continue to develop • Moral development continues through an individual’s lifetime. • Piaget: • Sensorimotor stage – children only perceive the world through other’s viewpoints • Preoperational stage – magical thinking/not logical • Concrete operation – logical with practical aids • Formal operation – abstract thought and logic

22. Getting the leaders we deserve • Trent Lott and his constituency • Ethics vs. effectiveness

23. Altruistic intentions examined • Suicide bomber • Martin Luther King/Gandhi • “Altruism is not the moral standard of leaders. It is part of their job description. …If the major of a city does not look after the interest of the city, she is not doing her job, and that in itself is unethical. Ciulla

25. Ethical leadership • http://fora.tv/2008/01/30/Qualities_of_Ethical_Presidential_Leadership

26. John Stuart Mill • Intentions or reasons for an act tell us something about the morality of the person, but the ends of an act tell us about the morality of the action. • Consider corporate philanthropy • Move to healthier offerings at McDonalds

27. Situations where moral intentions lead to unethical outcomes

28. Altruism • Helping people is not necessarily ethical. • Depends on how you help them and what you help them to do? • Is great self-sacrifice necessary?

29. Golden Rule • Do not do onto others what you do not want them to do to you.

30. Moral luck • Leaders should base decisions on moral judgments and on the right moral principles, not on outcomes. • Why?

31. Professional ethics • Short term gain vs long term improvements • Considering the broader context of decision making • Facts are important to a leader. What does this mean for followers?

32. How should leaders treat followers and how should followers treat leaders? • 1920s [Leadership is] the ability to impress the will of the leader on those led and • induce obedience, respect, loyalty, and cooperation. • 1930s Leadership is a process in which the activities of many are organized to • move in a specific direction by one. • 1940s Leadership is the result of an ability to persuade or direct men, apart from • the prestige or power that comes from office or external circumstance. • 1950s [Leadership is what leaders do in groups.] The leader’s authority is spontaneously accorded him by his fellow group members. • 1960s [Leadership is] acts by a person which influence other persons in a shared • direction. • 1970s Leadership is defined in terms of discretionary influence. Discretionary • influence refers to those leader behaviors under control of the leader which he • may vary from individual to individual. • 1980s Regardless of the complexities involved in the study of leadership, its • meaning is relatively simple. Leadership means to inspire others to undertake • some form of purposeful action as determined by the leader. • 1990s Leadership is an influence relationship between leaders and followers who • intend real changes that reflect their mutual purposes.

33. Leadership Traits: • Flexibility • “Mass Leader” • Calm • Experience • Forgiveness • Measuredness • Luck • Determination • Fluidity • Appeals to people’s hearts • Self-discipline • Embody the role you want to be / Stage craft

34. Leadership • Influence of a group • Attention to goals • Power Northhouse • Referent • Expert • Legitimate • Reward • Coercive Senge • Staff are the leader • Seed carriers • Designers • Reality as a medium for creating staff’s vision Kouzes/Posner • Clarify values • Set the example • Envision the future • Enlist others

35. Discussion • Kozol