Expanding Leadership
Throughout the Academy
2004
International Leadership Association
Washington, D. C.
November 5, 2004
Howard T. Prince II, Ph. D.
Director
Center for Ethical Leadership
LBJ School of Public Affairs
The University of Texas at Austin
Howard Prince
(512) 471-4303
hprince@mail.utexas.edu
www.utexas.edu/lbj/research/leadership/
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
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
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)
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
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.
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
Developing Ethical Leaders
for
Public Service
NIXON RESIGNS AUG 1974
LTC Oliver North
Takes The Oath
To Tell The Truth
Iran Contra
Hearings
1987
LTC Oliver North and His Lawyer
Iran Contra Hearings 1987
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
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
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
Elements of
Public Service Ethics
• Performance management
• Darley’s Law
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)?
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
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?
Ethical Leadership
•
•
•
•
The LAPD
Abu Graib
The Texas TAAS, Austin Style
State Department officials resign in
policy protest vs. anonymous CIA and
other leakers
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
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
What are your
questions or comments?
Thank you for your
interest and for joining
us today!
Howard Prince
(512) 471-4303
hprince@mail.utexas.edu
www.utexas.edu/lbj/research/leadership/
Last Slide