Expanding Leadership Expanding Leadership Throughout the AcademyThroughout the Academy

20042004

International Leadership AssociationInternational Leadership Association

Washington, D. C. Washington, D. C.

November 5, 2004November 5, 2004

Howard T. Prince II, Ph. D.Howard T. Prince II, Ph. D.

DirectorDirector

Center for Ethical LeadershipCenter for Ethical Leadership

LBJ School of Public AffairsLBJ School of Public Affairs

The University of Texas at AustinThe University of Texas at Austin

Howard PrinceHoward Prince

(512) 471-4303(512) 471-4303hprince@mail.utexas.eduhprince@mail.utexas.edu

www.utexas.edu/lbj/research/leadership/www.utexas.edu/lbj/research/leadership/

ChallengesChallenges

• Faculty resistance, skepticism, irrational hostilityFaculty resistance, skepticism, irrational hostility– Old culturesOld cultures

• Anti-leadership vaccine (Gardner, Greenleaf)Anti-leadership vaccine (Gardner, Greenleaf)• Leadership not in the dominant paradigms (economics, etc.)Leadership not in the dominant paradigms (economics, etc.)• Competition for scarce resources ($, students, space)Competition for scarce resources ($, students, space)

– New culturesNew cultures• OpportunityOpportunity• A possible example, a startup like the Bush School at TAMUA possible example, a startup like the Bush School at TAMU

• Faculty lack of knowledge about leadership and leader developmentFaculty lack of knowledge about leadership and leader development– Knowledge is scattered across several disciplinesKnowledge is scattered across several disciplines– No generally accepted, empirically tested theory of leader development No generally accepted, empirically tested theory of leader development

• The administrationThe administration– Too much zealToo much zeal– Indifference, skepticism, or hostilityIndifference, skepticism, or hostility

Brief Case StudiesBrief Case Studies

• West PointWest Point– Forced from the outsideForced from the outside– 30-year war30-year war

• Jepson SchoolJepson School– A gift they couldn’t refuseA gift they couldn’t refuse– Large number of faculty strongly opposedLarge number of faculty strongly opposed

• LBJ SchoolLBJ School– New dean’s visionNew dean’s vision– End run of tenured facultyEnd run of tenured faculty

Leadership Education and Leadership Education and Professional Schools of Public PolicyProfessional Schools of Public Policy• Public administration, management, Public administration, management,

or leadership? or leadership?• Ethics and leadershipEthics and leadership• Leadership knowledgeLeadership knowledge• Leadership experienceLeadership experience• The primacy of policyThe primacy of policy• The reign of regression analysisThe reign of regression analysis• Short-term student postgraduate focus vs.Short-term student postgraduate focus vs. long-term leadership opportunities long-term leadership opportunities

(2LT vs. generals, GS 9-11-13 PMI vs. SES)(2LT vs. generals, GS 9-11-13 PMI vs. SES)

LE

AD

ER

SHIP

LE

AD

ER

SHIP PO

LICY

DEV

EL

OPM

ENT

POL

ICY

DE

VE

LOPM

EN

T

Getting TractionGetting Traction

• Graduate coursesGraduate courses– How to think about leadershipHow to think about leadership– The other side of policy development: Leading The other side of policy development: Leading

change (Hillary Care vs. Social Security change (Hillary Care vs. Social Security Administration under Ken Apfel)Administration under Ken Apfel)

– Other leadership topicsOther leadership topics– Experiential and observational learningExperiential and observational learning

• Leadership conferencesLeadership conferences• Leaders-in-ResidenceLeaders-in-Residence• Non-credit professional development: Non-credit professional development:

personal assessment, skills workshopspersonal assessment, skills workshops

Leadership Course OutcomesLeadership Course Outcomes• Have a clear sense of the purpose of leadership, the ethical dimensions of Have a clear sense of the purpose of leadership, the ethical dimensions of

leadership, and the relationship between leaders and followers in a free leadership, and the relationship between leaders and followers in a free society.society.

• Be able to use multiple leadership concepts to understand leadership Be able to use multiple leadership concepts to understand leadership situations and enhance your effectiveness in the leadership process as a situations and enhance your effectiveness in the leadership process as a leader and a follower.leader and a follower.

• Understand the impact of individual differences and different situations on Understand the impact of individual differences and different situations on the practice of leadership.the practice of leadership.

• Understand your current strengths and weaknesses as a leader and as a Understand your current strengths and weaknesses as a leader and as a follower, and develop your own personal approach to the practice of follower, and develop your own personal approach to the practice of leadership.leadership.

• Enhance your ability to participate in and to lead a small group with an Enhance your ability to participate in and to lead a small group with an interdependent task.interdependent task.

• Enhance your ability to think critically, to analyze complex and diverse Enhance your ability to think critically, to analyze complex and diverse concepts, and to use your reasoning, judgment and imagination to create concepts, and to use your reasoning, judgment and imagination to create new possibilities in leadership situations.new possibilities in leadership situations.

• Be able to communicate your ideas clearly and persuasively orally and in Be able to communicate your ideas clearly and persuasively orally and in writing.writing.

Leader DevelopmentLeader Development

• SelectionSelection• Expanding knowledge and conceptual frameworks for Expanding knowledge and conceptual frameworks for

understanding and practicing leadershipunderstanding and practicing leadership• Experience and observation, creating a practice fieldExperience and observation, creating a practice field• Assessment and feedbackAssessment and feedback• ReflectionReflection• Identity shiftsIdentity shifts• Strengthening integrityStrengthening integrity• Continuous cycle over a life timeContinuous cycle over a life time

Developing Ethical Leaders Developing Ethical Leaders for for

Public ServicePublic Service

NIXON RESIGNS AUG 1974NIXON RESIGNS AUG 1974

LTC Oliver NorthLTC Oliver NorthTakes The OathTakes The OathTo Tell The TruthTo Tell The Truth

Iran Contra Iran Contra HearingsHearings19871987

LTC Oliver North and His LawyerLTC Oliver North and His LawyerIran Contra Hearings 1987Iran Contra Hearings 1987

Elements of Elements of Public Service EthicsPublic Service Ethics

• AccountabilityAccountability– Follow lawsFollow laws– Obey higher directives or resign in protestObey higher directives or resign in protest– Strive for efficiency, economy, effectivenessStrive for efficiency, economy, effectiveness

• Ethical behaviorEthical behavior– Adherence to standardsAdherence to standards– Leaders set sound standardsLeaders set sound standards– Avoid even the perception/appearance Avoid even the perception/appearance

of wrongdoing of wrongdoing– Leaders create an ethical environmentLeaders create an ethical environment

• Control systemsControl systems– Voluntary compliance based on perception of Voluntary compliance based on perception of

legitimacy and trustlegitimacy and trust– Standard settingStandard setting

• ExpectationsExpectations• Communicate concerns of leaders and control agenciesCommunicate concerns of leaders and control agencies

– MonitoringMonitoring• AuditsAudits• InspectionsInspections

– SanctionsSanctions

• Self control vs. External controlSelf control vs. External control

Elements of Elements of Public Service EthicsPublic Service Ethics

Elements of Elements of Public Service EthicsPublic Service Ethics

• What to controlWhat to control– Fiscal controls: legal expendituresFiscal controls: legal expenditures– Process controls: waste, fraud, abuse, Process controls: waste, fraud, abuse,

mismanagement to achieve efficiencymismanagement to achieve efficiency– Program controls: effectiveness, achieving Program controls: effectiveness, achieving

goals of annual and strategic plansgoals of annual and strategic plans

Elements of Elements of Public Service EthicsPublic Service Ethics

• Performance managementPerformance management

• Darley’s LawDarley’s Law

Elements of Elements of Administrative MoralityAdministrative Morality

• What are the limits of control?What are the limits of control?– An ethic of compliance? orAn ethic of compliance? or

– An ethic of public service?An ethic of public service?

• What else is there? What else is there? – Find moral people?Find moral people?

• RecruitmentRecruitment

• Screening (background checks)Screening (background checks)

• SelectionSelection

– Ethical Influence (Leadership)?Ethical Influence (Leadership)?

Elements of Elements of Administrative MoralityAdministrative Morality

• What else is there?What else is there?– LeadershipLeadership

• Personal examplePersonal example

• Establish an ethic of public serviceEstablish an ethic of public service

• Develop moral capacity of others (is that really Develop moral capacity of others (is that really part of my job?). How can you do this with part of my job?). How can you do this with adults at work?adults at work?

• Establish an ethical environmentEstablish an ethical environment

Elements of Elements of Administrative MoralityAdministrative Morality

• What is the content of a public service What is the content of a public service ethic for public managers ethic for public managers and administrators? and administrators?

• What values support the role of the What values support the role of the public manager and administrator?public manager and administrator?

Ethical LeadershipEthical Leadership

• The LAPDThe LAPD

• Abu GraibAbu Graib

• The Texas TAAS, Austin StyleThe Texas TAAS, Austin Style

• State Department officials resign in State Department officials resign in policy protest vs. anonymous CIA and policy protest vs. anonymous CIA and other leakersother leakers

The Ethical Responsibilities of The Ethical Responsibilities of The LeaderThe Leader

The The distinguishing markdistinguishing mark of of leadership and executive leadership and executive responsibility is influencing the responsibility is influencing the moral behavior of others. moral behavior of others.

Chester BarnardChester Barnard

The Functions of the ExecutiveThe Functions of the Executive

The Ethical Culture: The Ethical Culture: Influencing The Actions of OthersInfluencing The Actions of Others

• The example of leadersThe example of leaders• Leaders gain support and commitment from everyone to Leaders gain support and commitment from everyone to

shared valuesshared values• The quality of leader-follower relationshipsThe quality of leader-follower relationships• Leaders set expectations, clear guidelines, normsLeaders set expectations, clear guidelines, norms• Leaders develop moral capacity of organization and Leaders develop moral capacity of organization and

individualsindividuals• Leaders manage competition and stressLeaders manage competition and stress• Leaders reward ethical behaviorLeaders reward ethical behavior• Leaders punish unethical behaviorLeaders punish unethical behavior• Leaders must neutralize potentially harmful contextual forcesLeaders must neutralize potentially harmful contextual forces

What are your What are your questions or comments?questions or comments?

Thank you for your Thank you for your interest and for joining interest and for joining us today!us today!

Howard PrinceHoward Prince

(512) 471-4303(512) 471-4303hprince@mail.utexas.eduhprince@mail.utexas.edu

www.utexas.edu/lbj/research/leadership/www.utexas.edu/lbj/research/leadership/

Last SlideLast Slide