Leadership

1
Section III

• Leadership

2
Effective Leadership

• Five types of leadership power
• Expert power-leader possesses some special
  knowledge/expertise
• Referent power-liking, admiring, or identifying
  with a leader
• Reward power-the leader finds rewards for the
  follower
• Legitimate power-the leader has a legitimate
  right or authority to exercise power
• Coercive power- non-compliance will lead to
  punishments.

3
Transformational Leadership

• A transformational leader is someone with the
  ability to change an embedded organizational
  culture by creating a new vision for the
  organization.

4
Moral Leadership

• A leader should not just be expected to be an
  expediter of organizational resources to meet the
  goal, but also through the respect and trust
  generatedvia his/her charismatic and referent
  power

5
The Challenge of Accountability

• Administrators need to be held accountable for
  general notions of ethics, democracy, and legal
  mandates. Taken together, internal standards
• professional and organizational
• external standards
• legislative and popular controls
• keep the bureaucracy accountable.

6
Political Leadership

• There are 3,000 political positions in the
  executive branch 1,500 of these are at highest
  levels.
• The United States has a far larger number of
  political officials at the top of the bureaucracy
  than do other Western democracies. Why?

7

• Turnover of Political Leaders

• Problems with Turnover

• Turnover refers to political appointees serving
  only briefly in their posts
• Average service of presidential appointee two
  years
• Rapid-fire turnover of political appointees
  creates many problems

• Many presidential appointees leave shortly after
  adapting to the Washington environment.
• Rapid turnover undermines teamwork.
• Staff has weak incentive to obey revolving
  superiors.
• Staffing the administration never really ends.
• Large exodus occurs during president's last year
  in office.

8
Lack of Leadership at the Top

• Governments big problem is a lack of leadership
  at the top of the bureaucracy.
• Salaries are inadequate for top federal
  officials.
• Yet citizens express dismay at the salaries paid
  to public officials.

9
IMPLEMENTATION 

• Defining Implementation

• Problems Hindering Performance

• Implementation concerns the execution of laws
• Emphasizes the programs and the results they
  produce
• Studies the interaction between the setting of
  goals and the actions geared to achieving them

• Practical uncertainty about how to reach program
  goals
• Inadequate resources such as money and staff
• Organizational problems that interfere with
  program handling
• Uneven leadership
• Growing dependence on other levels of government
  and private sector

10
IMPLEMENTATION contd

• Preemption

• Implementation Problems

• federal laws prevail over state statutes and
  rules when they conflict

• Inequity
• Fragmentation
• e.g., Polluted water flows across state
  boundaries.
• Functionalism many layers of government each
  resisting collaboration

11
IMPLEMENTATION contd

• Points to Consider for Implementation

• Other Types of Feedback

• The fundamental issue is increasing intermingling
  of federal-state-local and private-public roles
  in society.
• Goals can change over time.
• The problem of information distortion intensifies
  when bureaucratic boundaries are crossed.
• Most programs do work and work well.

• Managers often develop formal systems of
  evaluation to provide, regular, high-quality
  feedback.
• Managers can design their program evaluations to
  test precisely what they want and to obtain just
  the information they need.
• Results-based management is also used in many
  state and local governments that have created
  quick-response information systems to measure
  success and failure.
• e.g., CompStat weekly reports on crime in each
  precinct

12
SOCIAL EQUITY

• The major points in the challenge for equality
• a. Racism in America
• b. The Bitter Heritage of Slavery
• c. Second-Class Citizenship in America
• d. Legislative and Administrative Remedies

13
SOCIAL EQUITY

• a. The Origins of Affirmative Action
• b. The Case For and Against Affirmative Action

14
SOCIAL EQUITY

• Areas of nonracial discrimination
• a. Sex Discrimination
• b. Pregnancy Discrimination
• c. Age Discrimination
• d. Disabilities Discrimination
• Public Administration and Social Equity Public
  administrators must be cognizant not only of the
  details of public law, because they must
  administer its provisions in a fair and equitable
  manner, but they also need to be aware of its
  spirit, so as to proactively support it.

15
Administrative Reform

• Reform in America
• Americans have always been devoted to reform.
• Most innovative administrative thinking is taken
  from private sector.
• Reforms generally come from state and local up to
  federal level.
• The Machinery of Government refers to all of the
  structural arrangements that allow government to
  function at the federal, state, and local levels.
  

16
Administrative Reform

• The Administrative Machinery of Government The
  U.S. Constitution structures the political,
  economic, and social lives of the people, and so,
  appropriately, it begins with the opening phrase,
  We the people. This puts the decision-making
  control into the hands of the citizens. The
  Constitution assigns powers to various branches
  of government and establishes a system of checks
  and balances.

17
Administrative Reform

• Main Approaches to Reform
• Downsizing
• Reengineering
• Continuous improvement
• Continuous improvement
• More gradual, continuous bottom-up movement to
  top of organization

18
Total quality management (TQM)

• seeks to improve quality within existing process
  through continuous improvement
• Deming Costs decline as quality increases
• Reengineering believes in process, but TQM also
  emphasizes product, organization, leadership, and
  commitment

19
Decision Making and Public Administration

• Decision-Making Approaches
•  
• Rational approach perhaps the classic approach
  builds on the work of microeconomists (who seek
  to explain the behavior of individuals and firms)
  and holds efficiency as the highest value
• Bargaining approach seeks to maximize political
  support
• Participative approach seeks to improve
  decisions by intimately involving those affected
  by them
• Public-choice approach attempts to substitute
  market like forces for other incentives that, its
  supporters argue, distorts decisions

20
Discussion Question