The trends and practices of public administration are ever changing and it is essential that they be appraised from time to time. Designed as a capstone survey of the field, The State of Public Administration focuses on leading edge issues, challenges, and opportunities that confront PA study and practice in the 21st Century.
statements,” such as those about political behavior, have moral implications, that is, conform to a greater or lesser extent to standards of right or just conduct. It follows that all instrumental decisions that have implications for individuals’ lived experiences are moral decisions and must be evaluated on their intrinsic morality, not on their “results.” Indeed, “without privileging the moral, a person is not a complete human being” (Farmer 2005, 583). It follows that theories and theory-based
methods of addressing shared problems among multiple entities in metropolitan regions . . . [which in turn] are leading to significant change in the administrative framework of urban regions.” Robert Agranoff notes in chapter 17: “the work of government is changing by rapid externalization . . . changes [that] predominantly involve linkage, partnering and networking activities with NGOs, and emergent forms xviii Introduction of collaborative leadership.” This exciting new world of government
encouragement. Second, nearly everyone has a leadership role in which he or she wants to do well, no matter whether it is the chief operating officer of a major institution or the lead person in a crossfunctional team. Third, there is an intense fascination surrounding those in leadership positions. Human nature is such that there is equal interest in the leader who is a consistent success and the one who is flawed or even a failure. Yet even with what we know about its ancient roots, its effect
Van Wart’s framework is designed to be a useful tool for relating research studies to an overarching context and as a teaching matrix of concrete leadership and management mechanics. Changing Dynamics of Administrative Leadership 101 Matthew Fairholm (2004) frames leadership more broadly from a public values perspective. He emphasizes “five leadership perspectives (ranging from leadership as equivalent to scientific management, to leadership being a whole-soul or spiritual endeavor) held by
interplay between alternatives, values that might be derived from principles or virtues, and commonsense judgment to resolve a challenging ethical dilemma. This section has discussed what it means to become ethically competent. In summary, it can be asserted that an ethically competent public manager is (1) committed to high standards of personal and professional behavior, (2) has knowledge of relevant ethics codes and laws, (3) has the ability to engage in ethical reasoning when confronted with
