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Moral Leadership A Transformative Model for Tomorrow’s Leaders Cam Caldwell www.businessexpertpress.com The Strategic Management Collection William Q. Judge, Editor Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . Moral Leadership Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . Moral Leadership A Transformative Model for Tomorrow’s Leaders Cam Caldwell Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . Moral Leadership: A Transformative Model for Tomorrow’s Leaders Copyright © Business Expert Press, 2012. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 400 words, without the prior permission of the publisher. First published in 2012 by Business Expert Press, LLC 222 East 46th Street, New York, NY 10017 www.businessexpertpress.com ISBN-13: 978-1-60649-253-6 (paperback) ISBN-13: 978-1-60649-254-3 (e-book) DOI 10.4128/9781606492543 Business Expert Press Strategic Management collection Collection ISSN: 2150-9611 (print) Collection ISSN: 2150-9646 (electronic) Cover design by Jonathan Pennell Interior design by Exeter Premedia Services Private Ltd., Chennai, India First edition: 2012 10 9 8 7 6 5 4 3 2 1 Printed in the United States of America. Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . Abstract Trust in leaders has reached its low point in recent years as employees, peers, and the public-at-large voice their disapproval of decisions made by those who head corporations, government, churches, and public institutions in virtually every country throughout the world. In a society that Princeton scholar David Callahan has labeled “the cheating culture,” people of every class, culture, and country yearn for leaders whom they can believe, respect, and follow. Although the search for eff ective leadership may often be disappointing for many, the problems of leadership are not new and more has been written about leadership than any other management concept. Over 70 years ago Chester Barnard, President of New Jersey Bell and one of the most respected executives in America, spoke to Harvard College in a series of lectures and declared that most organizations were poorly run and that most leaders were ineff ective. Barnard’s compiled remarks were formalized in the landmark business text Th e Functions of the Executive—generally acknowledged to be the most quoted business text ever written. Over the years, other highly regarded scholars have reaffi rmed the dearth of leadership skills and the failure of managers to eff ectively guide organizations. Nobel Prize winner Herbert Simon decried the “proverbs of administration” or the misapplied and misunderstood principles of management that passed in his day for correct leadership concepts. Simon spent much of his career focusing on helping organizations to become more eff ective at decision-making. More recently, Stanford’s J eff rey Pfeff er has observed that many leaders apply “conventional wisdom” about management, which not only is the cause of business failures but that lacks empirical validation. Following the theme of Barnard, Simon, Pfeff er, and other scholars, this book has been written to identify the need for tomorrow’s leaders to become more eff ective. In a world that is crying out for men and women who will honor their word, build powerful relationships, and guide their organizations in the quest to create successful and honorable organizations, this book off ers useful tools and helpful insights. Virtually every corporation, community, and country is searching for leaders to follow who will add value, improve the quality of life, and create Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . long-term wealth for present and future generations. Th e premise of this book is that leaders owe a profound set of moral duties to stakeholders— and it is in fulfi lling these duties that leaders earn the commitment and trust that is key to achieving organizational success. Today’s society and tomorrow’s organizations need highly moral leaders who have the courage to make tough decisions, the creativity to develop better solutions, a deep belief in the principles and values that guide their choices, and the moral intelligence to create wealth for society while doing no harm to others. Such leaders must, as Robert Quinn advocates, “care enough to risk dying for organizations that would kill them for caring.” Quinn’s insight confi rms the reality that, although many organizations among us may still not be ready for moral leadership, we desperately need to “discover the leader within” ourselves and become the transformative leaders and role models whom others can trust. Th is book presents a new model of moral leadership and incorporates current research from highly regarded experts in ethics and leadership. Its message is that leaders owe “covenantal” duties to their followers, to their organizations, and to society to revitalize a world that has suff ered from leadership that has undermined the world in which we live. My hope is that this book will inspire each one of us to recognize the need to be transformative leaders and to put that understanding into action. Keywords transformative leadership, ethical stewardship, trustworthiness, theory of reasoned action, covenantal leadership, transformational leadership, serv- ant leadership, level 5 leadership, principle-centered leadership, charismatic leadership, six beliefs model Caldwell, C. (2012). Moral leadership : A transformative model for tomorrow's leaders. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:15:46. C o p yr ig h t © 2 0 1 2 . B u si n e ss E xp e rt P re ss . A ll ri g h ts r e se rv e d . The Cincinnati area's biggest stories in 2018 Knight, Cameron; Wartman, Scott; Sparling, Hannah; Tucker, Randy; LONDBERG, MAX; Coolidge, Sharon; Rosenstiel, Sam; Brookbank, Sarah . Cincinnati Enquirer ; Cincinnati, Ohio [Cincinnati, Ohio]. 29 Dec 2018: A.1. ProQuest document link FULL TEXT So. Much. News. Here's some of what happened in Greater Cincinnati in 2018: Shooter strikes on FountainSquare in the heart of Cincinnati On Sept. 6, a man walked into the Fifth Third Center on Fountain Square with a handgun and hundreds of rounds of ammunition and opened fire. Within minutes, Prudhvi Raj Kandepi, Richard Newcomer and Luis Calderón were dead. Whitney Austin and Brian Sarver were shot and wounded. Four Cincinnati police officers charged toward the building, quickly located the shooter, Omar Santa Perez. Some began shooting him through the windows of the bank covering their colleague as he entered the building and used a shotgun to end the threat. In the aftermath, Cincinnati rallied around those affected by the seemingly random act of violence. The police, first responders and dispatchers were awarded for their bravery. Austin launched a foundation to combat gun violence. Fifth Third Bank donated $1 million to a fund for the victims and their families. The motive for the attack has not been revealed, but Santa's family said he suffered from mental illness. Cameron Knight Major League Soccer,here we come It was the best sports news in the Greater Cincinnati area in 2018. In May, Major League Soccer awarded Cincinnati an expansion franchise for FC Cincinnati. Cincinnati City Council approved the team building a stadium in the West End, where construction is beginning now with an opening date set for March 2021. FC Cincinnati President and General Manager Jeff Berding and head coach Alan Koch are still putting the team together ahead of the inaugural MLS season in 2019. Misery continuesfor local sports fans Xavier University (No. 1 seed) and the University of Cincinnati (No. 2 seed) were both bounced from the NCAA Tournament on the same day in Nashville. The Cincinnati Cyclones again made the postseason but were bounced in the first round of the ECHL playoffs by their rival Fort Wayne Komets. FC Cincinnati, which won the regular season title in the United Soccer League, won its first playoff game over Nashville SC, but lost in the next round to the New York Red Bulls. The Reds and Bengals again continued their losing trend and were on track to finish at the bottom of their respective divisions for the first time ever. Blue wave washesover Hamilton County This was a good year to be a Democrat in Hamilton County. Not so much throughout the rest of the state. Republicans captured the governor's race and all other non-judicial statewide offices except for one, the U.S. Senate race in which Democrat Sen. Sherrod Brown fended off Republican challenger Jim Renacci. Even that race https://www.proquest.com/newspapers/cincinnati-areas-biggest-stories-2018/docview/2161268735/se-2?accountid=28180 https://www.proquest.com/newspapers/cincinnati-areas-biggest-stories-2018/docview/2161268735/se-2?accountid=28180 was closer than many expected with Renacci coming within 7 percentage points. In Hamilton County, Democrats dominated, picking up two judicial seats and wresting a state House seat in the northeastern suburbs. Perhaps more than any other race, the county commissioner race showed how blue Hamilton County has become. For the first time in history, all three Hamilton County commissioners will be Democrats when Stephanie Summerow Dumas takes office in January. Dumas upset veteran Republican commissioner Chris Monzel without knocking on a single door. Instead, she credited shoe-leather campaigning at parades and festivals as well as savvy sign placement. It left Republicans shaking their heads. "Given the numbers that we've been seeing this year and two years ago, it definitely looks like it's going to be much tougher to be a Republican in Hamilton County," Monzel said after the election. Scott Wartman We could get to Europe cheaply; or was it just a dream? WOW, it's here! WOW, it's gone. It was big news when WOW air launched in May at the Cincinnati/Northern Kentucky International Airport. It was a first for us, a low-cost –and, according to some, low-comfort –way to get to Europe. But then, less than six months later, WOW was gone, falling victim to high fuel costs and aggressive competition from other airlines. The Midwest is a tough market for carriers without much wiggle room on profit, said Brian Sumers, senior aviation business editor for Skift. "I give them credit for trying," he said. "But I don't think anyone is surprised, necessarily, that it didn't work." Hannah Sparling Medical marijuana tiptoesinto Ohio despite delays The Sept. 8 deadline for the launch of Ohio's new Medical Marijuana Control program came and went with none of the businesses licensed to grow, process or sell medical marijuana in a position to bring their products to market. Regulatory delays continue to plague the program, authorized under 2016's House Bill 523. And officials anticipate a choppy start with limited availability of medical marijuana when regulators issue the final approvals necessary to being legal marijuana sales in Ohio. Once up and running, however, the program is expected to quickly gain momentum and provide ample supplies for patients suffering from up to 21 medical conditions sanctioned by the state for medical marijuana treatment. Randy Tucker A teen died after pleading to911 for help; what went wrong? Kyle Plush, a Seven Hills School sophomore, made at least two 911 calls pleading for help in April as he was being crushed to death in his parked van. It seemed like a freak accident, with a rear folding seat fatally pinning Kyle inside his Honda Odyssey. But a series of apparent mistakes by authorities raised questions from his family about whether Kyle could have been saved. And a new Enquirer investigation found federal regulators had been warned about the seat. Police officers who arrived on scene to search for Kyle never got out of their vehicle. His second 911 call was disconnected. A different dispatcher didn't relay everything Kyle said to officers, including that he thought he was about to die. Or the dispatcher couldn't hear what was being said. What's more, mapping equipment that would have led the officers to within 10 feet of Kyle was not available to the officers. The fire department has that equipment. The police department chose not to buy it before the incident. After a month-long investigation and a 50-page report, police wouldn't explain exactly what went wrong in Kyle's death and how a similar tragedy could be avoided in the future. Kyle's parents formed the Kyle Plush Answer the Call Foundation in an effort to upgrade 911 call systems. Max Londberg Arrests in largest homicide investigation in Ohio history Two-and-a-half years after eight members of the same family were killed execution-style in Pike County, authorities announced in November they'd captured the culprits. Arrested and charged with eight counts of aggravated murder were Angela Wagner, 48, her husband George "Billy" Wagner, 47, and their two sons, George Wagner IV, 27, and Edward "Jake" Wagner, 26. Ohio Attorney General Mike DeWine said part of the motive was custody of a young girl, the daughter of Jake Wagner and one of the victims. The Wagners were portrayed as the perpetrators of a brutal, calculated crime in court documents and a news conference held by DeWine, Pike County Sheriff Charles Reader and Pike County Prosecutor Rob Junk. "They did this quickly, coldly, calmly and very carefully –but not carefully enough," Reader said. The victims are Christopher Rhoden Sr., 40; his older brother, Kenneth Rhoden, 44; Christopher's former wife, Dana Manley Rhoden, 38; their three children, Clarence "Frankie" Rhoden, 20; Hanna Rhoden, 19, and Chris Rhoden, Jr., 16; and a cousin Gary Rhoden, 38, and Hannah Gilley, 20. They were all killed in their homes April 22, 2016. All members of the Wagner family pleaded not guilty in Pike County court, as surviving relatives of the victims looked on in somber silence. Trial dates have not been set. Max Londberg Cincinnati City Hall:Fights over ... everything Cincinnati City Council started off the year with three new members and the re-election of Mayor John Cranley. But chaos reigned this year. Members fought with each other and Cranley over City Manager Harry Black, who ultimately resigned. The resignation involved allegations of police overtime abuse, bias in the police department and retaliation claims against Black. It turns out that five members of council –P.G. Sittenfeld, Greg Landsman, Tamaya Dennard, Chris Seelbach and Wendell Young –had a long-running group text in which they discussed city business. The might violate open meetings law, and is the subject of a lawsuit and subsequent grand jury investigation. Sharon Coolidge Homeless campsshuffled around city It started beneath an overpass. It crawled down Third Street. It moved blocks, then miles away. Then it was gone. Tent cities took center stage in a months-long saga with the city, county and courts as people experiencing homelessness fought to live outside. Police moved those living in tents from Fort Washington Way to US Bank Arena, Jack Casino, Gilbert Avenue and 13th Street. Mayor John Cranley called the camps "unacceptable" and Hamilton County Prosecutor Joe Deters argued that people shouldn't live outdoors if shelter space is available. Meanwhile, advocates said there's not enough space in shelters and that clearing out camps could lead to people being homeless longer. Then, a federal judge ruled people can't live outside unless shelter space is unavailable. Amid the Downtown homeless crisis, a local business owner donated trucks to help the people move their belongings. Dozens of volunteers connected people living in camps with temporary housing, and people called on City Hall for more affordable housing in Cincinnati to fight homelessness at the source. By late August, the camp had disbanded, and the underside of Fort Washington Way where the camp first formed was sealed off. "We haven't solved the problem, not at all," Greater Cincinnati Homeless Coalition Director Josh Spring said. "It's just not in plain sight." Sam Rosenstiel The most importantcourt cases of the year Second murder trial for Shayna Hubers ends in life sentence. In August, Shayna Hubers took the stand in her own defense during the second murder trial against her. She went into graphic detail about the sexual relationship she had with boyfriend Ryan Poston, who she shot and killed in 2012. The trial again ended with a jury finding Hubers guilty of shooting Poston when he tried to break up with her. Only this time, they recommended a life sentence. She was initially sentenced to 40 years in prison in 2015. Judge Daniel Zalla said he saw no reason to alter the jury's life sentence recommendation. He looked at Hubers and told her she picked up a gun off a table and shot her boyfriend six times in his Highland Heights condo. "Your actions that evening were grossly violent and intentionally calculated to cause his death," Zalla said. Hubers, 27, is eligible to see a parole board in 14 years since she has already served six years in jail. Serial killer Anthony Kirkland sentenced to death again. Cincinnati serial killer Anthony Kirkland will still face the death penalty for the deaths for two teenage girls. A two-week re-sentencing focused on his sentence for the deaths of 13-year-old Esme Kenney and 14-year-old Casonya Crawford. Kirkland strangled two women and two teenage girls in the late 2000s. He also killed another woman in 1989. He was serving life sentences for two of the murders but was given the death penalty for the killings of the two teenagers, which he appealed. Hamilton County Judge Patrick Dinkelacker told Kirkland he had no regard for human life and imposed the death penalty. "If not you, Mr. Kirkland, then who?" the judge said Kirkland is scheduled to be executed on March 7, 2019, exactly 10 years after Esme's death. But appeals will likely delay it. Evans Landscaping minority business fraud trial ends in guilty verdict. After sitting through four weeks of testimony and sifting through thousands of documents, it took a federal jury four hours to convict Newtown businessman Doug Evans, Evans Landscaping and company CFO Jim Bailey guilty of wire fraud charges. Four others pleaded guilty in the scheme that defrauded the city of Cincinnati alone of nearly $2 million over the course of three years. A previous Enquirer analysis estimated that Ergon landed more than $10 million in state and local contracts. Evans and Bailey were found guilty of helping to create a front company, Ergon, to win minority and small business contracts during a time when Evans Landscaping was losing money after the housing market crash during the Great Recession. Prosecutors said they will go for the full amount of funds that were defrauded. It will take a minimum of three to four months before a sentencing timeline is planned but for now, the two men will remain out on bail. Sarah Brookbank Shayna Hubers was found guilty of murdering Ryan Poston in Newport in August. Meg Vogel/The Enquirer Participants shovel dirt at the groundbreaking for FC Cincinnati's West End stadium on Dec. 18. Albert Cesare /The Enquirer CREDIT: Staff Report; Cameron Knight; Scott Wartman; Hannah Sparling; Randy Tucker; Max Londberg; Sharon Coolidge; Sam Rosenstiel; Sarah Brookbank DETAILS Subject: Medical marijuana; Criminal sentences; Fires; Shootings; Serial crime; Criminal investigations; Professional soccer; Soccer; Trials Location: Nashville Tennessee Ohio Europe Company / organization: Name: Fifth Third Bancorp; NAICS: 522110, 522120, 551111 Publication title: Cincinnati Enquirer; Cincinnati, Ohio LINKS Click here to request the full-text article. Database copyright  2021 ProQuest LLC. All rights reserved. Terms and Conditions Contact ProQuest First page: A.1 Publication year: 2018 Publication date: Dec 29, 2018 Section: News Publisher: Gannett Co., Inc. Place of publication: Cincinnati, Ohio Country of publication: United States, Cincinnati, Ohio Publication subject: General Interest Periodicals--United States ISSN: 25755706 e-ISSN: 25755714 Source type: Newspaper Language of publication: English Document type: News ProQuest document ID: 2161268735 Document URL: https://www.proquest.com/newspapers/cincinnati-areas-biggest-stories- 2018/docview/2161268735/se-2?accountid=28180 Copyright: Copyright 2018 - THE CINCINNATI ENQUIRER - All Rights Reserved. Last updated: 2019-11-03 Database: ProQuest One Academic https://www.proquest.com/newspapers/cincinnati-areas-biggest-stories-2018/docview/2161268735/se-2?accountid=28180 https://www.proquest.com/newspapers/cincinnati-areas-biggest-stories-2018/docview/2161268735/se-2?accountid=28180 https://5598.account.worldcat.org/account/route/openurl?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&rfr_id=info:sid/ProQ:midwestnews1&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.jtitle=Cincinnati%20Enquirer&rft.atitle=The%20Cincinnati%20area's%20biggest%20stories%20in%202018&rft.au=Knight,%20Cameron;Wartman,%20Scott;Sparling,%20Hannah;Tucker,%20Randy;LONDBERG,%20MAX;Coolidge,%20Sharon;Rosenstiel,%20Sam;Brookbank,%20Sarah&rft.aulast=Knight&rft.aufirst=Cameron&rft.date=2018-12-29&rft.volume=&rft.issue=&rft.spage=A.1&rft.title=Cincinnati%20Enquirer&rft.issn=25755706 https://www.proquest.com/info/termsAndConditions http://about.proquest.com/go/pqissupportcontact The Cincinnati area's biggest stories in 2018 PART ONE GOVERNING FOR COLLECTIVE ACTION In The Study of Public Administration, Dwight Waldo (1955) argued thatpublic administration was integral to collective action across societies. Public administration is indeed a large-scale social activity. One of Waldo’s contemporaries, Vincent Ostrom (1973), was also inclined to view public administration as collective action, sometimes in the absence of govern- mental institutions. This theme of how public administration is conceived continues today as governance and governing are the larger enterprises in which public administration is embedded. Part 1 looks at public admin- istration in the context of the larger developments that shape it today. Although public administrators and public administration institutions are important elements in meeting needs across societies and solving public problems, the institutions of collective action and the language by which we describe them evolve rapidly. Ideas associated with the two prominent mid-twentieth-century intellects referred to above, Waldo and Ostrom, figure prominently in two contrasting descriptors Donald Kettl uses in chapter 1 for the evolution of public administration since the 1970s. Waldo’s midcentury book, The Administrative State (1948), popu- larized the description of democratic governance for much of the latter twentieth century as an administrative state, where democratic institutions paradoxically share power with special political roles based on expertise and the workings of administrative institutions. Ostrom’s (1971, 1973), Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 2 Handbook of Public Administration analysis of self-governance in the democratic process and his critique of public administration’s reliance on hierarchy and bureaucracy rather than popular sovereignty led Richard Stillman (1990) to characterize Ostrom’s alternative as stateless administration. Kettl’s argument is that today we have moved, full circle, from the administrative state to stateless administration. In chapter 1, Kettl identifies four uniformities associated with the transformation from the administrative state to stateless administration: rapid change, evolutionary transformation, erosion of boundaries, and challenges to accountability and public law. He makes a compelling case for the transformation, and his premises are reinforced repeatedly throughout this book, especially in part 1. Kettl’s point about rapid change is worth repeating here: “Big ideas, about both the dangers of monopoly government and the power of information, spread fast and have driven reforms around the world, to the point that administrative reform has become a universal, even accelerating phenomenon.” Scholars and observers commonly refer to “the” new public management. If truth be told, new public management has changed repeatedly since we first began to refer to it—reify it—in the 1980s. The essence of Kettl’s argument is that what we know today as new public management is likely to be far different from what it was when introduced, and the reality of new public management is changing even as we invoke it as a symbol of change. The reality of rapid change echoes throughout part 1. In his assess- ment of the changing American intergovernmental system in chapter 2, Laurence O’Toole characterizes it as “dynamically in flux,” pointing to the “array of instruments and cross-governmental linkages.” Barbara Crosby, Melissa Stone, and John Bryson describe in chapter 3 the drivers that have made partnerships across organization and sector boundaries a strategic response to many of society’s most difficult public challenges. Both O’Toole and Crosby and her associates point to the transnational extension of cross-governmental linkages and partnerships that have emerged across the policy landscape. Jonathan Koppell contends in chapter 4 that the increasingly transnational nature of our responses to public problems is driving the creation of novel institutions and systems of administration that are quite different than their domestic counterparts. Koppell brings into view one reason that administrative reform is, in Kettl’s terms, an accelerating phenomenon: new governance forms are increasingly intersecting with traditional forms and change is a by-product. Environments and the strategies designed to cope with them may change rapidly, but as Kettl notes, transformations in government’s Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Part One 3 tactics are evolutionary. Regardless of how destabilizing change may be for complex systems—and the institutions, organizations, and people defining them—accommodating change is not instantaneous. O’Toole offers a demonstrable reason for why change is evolutionary in the context of the American intergovernmental system, which is that features of the system make it more challenging than ever before to manage. Crosby and associates offer another reason that helps explain evolutionary trans- formation: the stochastic nature of the change process associated with cross-sector partnerships. Crosby and her coauthors note that cross-sector collaborations have produced valuable outcomes for the partners, but oth- ers have foundered. Learning about effective practice takes longer given the stochastic process. Crosby and associates offer advice about coping with the stochastic process: “As a collaboration forms, organizers should attempt to align governance structures and processes with environmental conditions, but recognize that they may need to change as time goes on and environmental shifts and shocks occur.” Probably the most prominent pattern of change Kettl identifies is ero- sion of boundaries. Since the 1980s, in concert with the rapid growth of the public sector and greater openness to indirect policy tools, scholars and practitioners have observed the blurring of boundaries between public and private. The prominence of erosion of boundaries today is not unex- pected: the blurring of boundaries was an emerging reality acknowledged by contributors to the second edition of this book (see, among others, Milward, 1996; Cigler, 1996). Although Waldo’s administrative state was a public administration based on boundaries, stateless administration is most certainly a pub- lic administration where boundary erosion and boundary crossing are endemic. The theme is prominent and repeated frequently in the chapters by O’Toole, Crosby and associates, and Koppell. O’Toole notes both the vertical and horizontal extensions of intergovernmental relationships, which are reflective of boundary erosion. Crosby and associates suggest that institutional environments help to drive boundary erosion because of the presence of government mandates requiring collaboration to implement programs. Koppell calls attention to an important irony associated with erosion of boundaries globally. Although we have come to understand that many of the most significant public problems that confront us today are transnational, public administration as a field remains focused on institutions within single, national jurisdictions. Thus, responding to public problems demands less attention to the boundaries that limit prospects for creative, effective solutions. Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 4 Handbook of Public Administration The fourth pattern Kettl identifies—challenges to accountability and public law—may be the most daunting facing public administrators because of how it undermines traditional authority relationships. Kettl articulates the accountability logic that sustained the administrative state: “Clear lines of authority tell public administrators what to do, how to do it, and who to do it with.” The institutions and rules that will replace traditional forms of accountability and public law are still being formed. New and evolving accountability regimes are likely to look quite different from the clear lines of authority that once guided public administrators. Koppell offers one glimpse into the future with an example from global governance organizations. He observes that these organizations are constructed with compromised accountability in their superstructures, allowing them to accommodate shifting interests in ways they remain valuable and relevant. This ambiguity may be a trademark of accountability and public law constructed to accommodate rapid change, evolutionary transformation, and erosion of boundaries. The second edition of this book noted that the old public administra- tion orthodoxy had passed, but a new orthodoxy had not replaced it. This third edition may represent a new orthodoxy coming into clearer focus. Public administration has risen to the challenges that have confronted it in the past. We can hope it will continue to cope with future challenges successfully because the quality of public and private life depends on their resolution. This book is devoted to exploring these challenges and provid- ing public administrators with insights and tools to deal with them. Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . CHAPTER ONE GOVERNING IN AN AGE OF TRANSFORMATION Donald F. Kettl As American financial markets were crumbling in fall 2008, I had thechance to catch up with a friend. A very senior career official in a European nation, he had been watching closely—and nervously—the collapse of several investment banks and the drop in the stock market. “Has this affected your country much?” I asked. “Well, so far, not much,” he replied. “We have very good financial regulation and a sound banking system, and I think we will be okay.” When our lunch ended, we shook hands, I wished him luck, and he left for the airport. By the time he got home, everything had changed. The financial crisis had followed him across the Atlantic, and, like many other senior officials around the world, he dove into the formidable challenge of trying to keep his economy afloat in an increasingly stormy sea, with waves driven by challenges far beyond his control. The financial collapse was not only a wrenching economic event. It was a policy milestone as well. For those who still had any doubts, it made the inescapable point that no longer can any nation unilaterally set its own policy. In the first decade of the new century, financial managers in Baltimore made what they thought was a safe investment in interest rate swaps to even out its investment returns. They charged that some of the world’s largest banks—including Barclays, Bank of America, Citigroup, HSBC, JPMorgan Chase, and UBS—had tinkered with interest rates to cheat the city out of its investment income and boost their own profits. No 5 Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 6 Handbook of Public Administration single government organization can any longer fully control any problem that really matters (Kettl, 2009). Baltimore’s suit against the financial giants powerfully made the point about how truly interwoven the global public administration community has become. Indeed, if the twentieth century was the era of the “adminis- trative state,” as Dwight Waldo put it (1948), the twenty-first century might well be the era of stateless administration. Public administration is increas- ingly dealing with issues that stretch across the traditional boundaries of the governmental program, the public agency, and even the state itself. In Waldo’s administrative state, boundaries defined both the strategies for administrative effectiveness and political accountability. As these bound- aries have eroded, the work of the state has stretched considerably past its boundaries, and that has multiplied the challenges for the fundamental role of bureaucratic power in a democracy: creating programs that work and bureaucracies that do not threaten liberty. The Changing Environment Public administration, of course, has forever been in flux. Some issues, like finding the balance between headquarters leadership and field admin- istration, have preoccupied the field for millennia (Fesler, 1949). In his assessment, Leonard D. White (1933) found a growing impetus toward centralization of power in Washington, which he called “one of the major phenomena of our times” (p. 136). In addition, chief executives became politicians more than managers, management became more the province of executive agencies, and recruiting and retaining skilled public man- agers became far more complex and difficult. Nevertheless, at least in the United States, Americans had engaged in little “thinking about the funda- mental reorganization of their institutions of government” (p. 330). White concluded his book by confidently predicting that ongoing readjustments “should spell greater public confidence in government as one agency of social amelioration, and should make more certain the gradual displace- ment of the police state by the service state” (p. 341). White turned out to be right about the enduring issues of central- ization, political leadership, the rise of the permanent bureaucracy, and the difficulty of managing human capital. He pointed to the challenges to responsiveness and accountability posed by the growth of public bureau- cracy and increasing discretion exercised by public bureaucrats (White, 1942; Perry & Buckwalter, 2010). But after World War II, his prediction about the stability of the administrative state and public confidence in gov- ernment did not hold up. Public confidence in government eroded in the Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Governing in an Age of Transformation 7 United States but in and other industrialized nations. At the same time, fiscal stress grew, especially after the economic crisis of the Great Reces- sion. The combination of declining trust and rising stress proved a deadly cocktail. Trust in Government The second half of the twentieth century was a time of declining trust in government, especially in the United States. The trust of Americans that the federal government will do the right thing fell precipitously from the late 1950s through the early 1980s (figure 1.1). Recovery in the 1990s proved short-lived, and trust hit a record low in the first years of the twenty-first century. But falling trust in government is not just an American phenomenon. In the world’s major industrialized democracies, FIGURE 1.1. TRUST IN AMERICAN GOVERNMENT: PERCENTAGE SAYING THAT THEY TRUST THE FEDERAL GOVERNMENT TO DO WHAT IS RIGHT ALWAYS OR MOST OF THE TIME 1958 1963 1968 1973 1978 1983 1988 1993 1998 2003 2008 2013 73 19 Source: Pew Research Center for the People and the Press (2013). Note: The line represents a three-poll average. Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 8 Handbook of Public Administration trust in government has been declining since the mid-1960s (Blind, 2007; see also Llewellyn, Brookes, & Mahon, 2013). As figure 1.2 shows, despite the erosion of trust in the US federal government, it ranks about average compared with the world’s industrialized nations: higher than Greece, Portugal, and Hungary and lower than New Zealand, Australia, and the Scandinavian nations (Organization for Economic Cooperation and Development, 2013; compare Edelman, 2012). Understanding this issue of trust and its connection to public admin- istration is challenging. Trust and good governance are not the same thing, mistrust can arise from forces beyond government’s control, good governance does not necessarily increase trust, and it is an open question about how much support modern governments need to govern (Bouckaert & Van de Walle, 2003). Corruption and polarization tend to lower trust, while increased economic prosperity enhances it. Moreover, Hardin (2013) argues that declining public trust in government might be “the inevitable result of the declining role of government in the age of economic globalization.” The loss of trust might “simply be an expres- sion of intolerance of ambiguity.” As problems get more complex and interconnected, “people who do not like ambiguity may trick themselves into seeing political issues as clear by focusing on a single clear issue and neglecting the large array of other issues” (pp. 32, 48). The decline of trust might simply be the product of a mismatch between the interconnectedness of everything and the desire of many citizens for simpler problems and more straightforward solutions. Reforms to the governmental process seem to do little more than create short-term improvements in the long-term slide (Dalton, 2005), but trust is often the foundation on which success in solving big problems depends (Rothstein, 2005). That is made worse, the Organization for Economic Cooperation and Development (OECD) concluded, by increasing polarization and growing distance between citizens and those who govern them. Evidence on this debate is muddy. There is little support for the idea that good public administration improves public trust in government or the administrative process. Indeed, the public might rightly conclude that public servants should not receive applause for doing what elected officials ask and what taxpayers sacrifice to make possible. But there is support for the idea that poor public administration weakens public trust. Perhaps no other American president saw higher highs or lower lows in public support than George W. Bush, but the point at which his negative approval ratings exceeded his positives and never recovered was after the administration’s initial failure in 2005 to deal with Hurricane Katrina. After the many stumbles in Barack Obama’s Affordable Care Act, the Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Governing in an Age of Transformation 9 FIGURE 1.2. TRUST IN NATIONAL GOVERNMENT AROUND THE WORLD: PERCENTAGE OF RESPONDENTS REPORTING HIGH LEVELS OF TRUST, 2010 0 10 20 30 40 50 60 70 80 90 LUX IND IDN NZL NLD AUS SWE DNK CHE CAN TUR NOR ZAF RUS BRA GBR AUT CHL FIN OECD USA ISR FRA DEU MEX POL BEL ITA IRL SVN KOR CZE SVK ESP JPN HUN PRT ISL GRC EST Source: Gallup World Poll, in OECD (2013). Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 10 Handbook of Public Administration president’s polling numbers began mirroring Bush’s unhappy trend, with the negatives increasing and the gap with his positives growing in the months after the program’s launch. The Japanese government’s struggles to deal with the earthquake, tsunami, and crisis at the Fukushima Dai-ichi nuclear power plant caused public trust to plummet. There seems to be little upside gain through good administration, but there is often a big downside loss. Distrust in government and in its administrative institutions might well be an inescapable by-product of the globalized, interconnected, and hyper- ambiguous world. Public administrators have little control over the forces that tend to undermine trust in their work. But the rising distrust of gov- ernment in so many countries unquestionably affects the atmosphere in which public administrators work. Fiscal Stress Accompanying the decline of public trust is the rise of fiscal stress. Developing countries have long struggled to grow their economies and raise sufficient revenue to meet the aspirations of their citizens. However, with the recent global financial collapse, the world’s advanced economies encountered fiscal stress that for a time exceeded that of developing nations (see figure 1.3). Moreover, evidence mounted that most of the world’s nations faced a long period of high fiscal stress, from a host of interlocking reasons: slow economic growth, weakened confidence in the economy, deep problems in managing generational transition in the workforce, sluggish growth in government revenues, rising public debt, a growing population of older citizens, a rising appetite for a host of other governmental services, and a demand for smaller government. The economic crisis worsened the fundamental fiscal problem of many nations, including the world’s most developed economies. Debt in many nations, especially in the United States, had already been rising; the crisis drove deficits up and economic growth down and transformed the problem into a crisis. Many nations, again especially the United States, made only slight progress in bringing down the debt in the years after the crisis. But even if the world’s advanced economies stabilized their debts, “merely stabilizing advanced economy debt would be detrimental to medium- and longer-term economic prospects,” the International Monetary Fund concluded (2013, p. vii). Sluggish economic growth coupled with rising expenditures for entitlement and pension programs created a huge overhang on which nations were making scant progress. Moreover, the OECD (2013) found that the economic crisis has worsened trust and the sense of well-being in even the world’s most advanced nations. Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Governing in an Age of Transformation 11 FIGURE 1.3. FISCAL STRESS IN TROUBLED ADVANCED ECONOMIES 0.00 19 95 19 96 19 97 19 98 19 99 20 00 20 01 20 02 20 03 20 04 20 05 20 06 20 07 20 08 20 09 20 10 20 11 0.05 0.10 0 5 10 15 20 25 30 0.15 0.20 0.25 0.30 0.35 0.40 0.45 0.50 0–1 Scale Countries in Fiscal Stress Periods (RHS) Incidence of Fiscal Stress Events (RHS) Unweighted Fiscal Stress Index Weighted Fiscal Stress Index Source: Baldacci et al. (2011, 23). Transformation The twin problems of citizen trust and fiscal stress not only created major political problems for most nations around the world. They also heavily weighed on the governance of the world’s advanced economies in ways that reinforced governments’ difficulty of dealing with either. That, in turn, led to a strong focus on government reform. The Impetus toward Reform Since White’s conclusion about the relative stability of the American administrative system, reform has been almost constant. The same is true around much of the world, to the point that fundamental reform has become one of the universal constants of modern public administration (Kettl, 2005). When the United States began its transformation from World War II, one of President Harry S. Truman’s first strategies was to appoint former president Herbert Hoover to chair a commission to examine the organi- zation of the federal government. The commission’s recommendations, Perry, James L., and Robert K. Christensen. Handbook of Public Administration, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ncent-ebooks/detail.action?docID=1895898. Created from ncent-ebooks on 2021-09-23 00:19:53. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 12 Handbook of Public Administration Truman said, offered “great promise of increasing economy and efficiency” and would “lead to more efficient performance of services by the Govern- ment and lower costs.” The recommendations, he said “will invigorate and promote better management within the Government” (Truman, 1949). The president signed legislation that strengthened the role of the National Security Council inside his executive office, enhanced the role of the cen- tral civil service agency, and created performance budgeting, among other things. The Hoover Commission report led to a second effort, and then an ongoing series of special presidential reform initiatives in the United States (see table 1.1). The United States was scarcely alone in this reform movement. Indeed, many administrative reforms started earlier and dug deeper in other nations, led by New Zealand’s sweeping transformation in the late 1970s and early 1980s (Schick, 1996; Peters & Pierre, 2001). As Pollitt and Bouckaert (2011) have pointed out, it is “no longer possible for a government to sustain for very long a level of government spending that global markets deem to be imprudent” (p. 35). At the foundation of the global transformation was the strategy of new public management. Launched in New Zealand and then in other Westminster countries like the United Kingdom, Australia, and Canada, new public management grew out of the University of Chicago school of neoclassical economics, which held that market incentives produced better decisions, better results, and cheaper government (Keating, 1998). The model stemmed from arguments that as a monopoly, government suffered from high transaction costs, information problems, and inef- ficiencies. The supporters of the movement believed that introducing market incentives, especially holding public managers responsible for the results they produced, providing sanctions for problems, and giving rewards for good performance, would lead to better results. The strat- egy relied on a collection of interlocking tactics: clear assignment of responsibility for results to individual agencies and agency managers; great flexibility for managers in delivering results; a strong focus on measuring outputs; incentives to drive results, sometimes with a leader’s salary and continued employment dependent on the results produced; a strong supporting information technology system; and a commitment to serving citizens as customers, to bring private sector incentives into public sector operations. In New Zealand, for example, the government sold off its state-owned port and the international airport in Auckland, the Bank of New Zealand, its national airline, its telecommunications and … Rainey, H. G. (2014). Understanding and managing public organizations. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:24:21. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Rainey, H. G. (2014). Understanding and managing public organizations. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:24:21. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . UNDERSTANDING AND MANAGING PUBLIC ORGANIZATIONS FIFTH EDITION Rainey, H. G. (2014). Understanding and managing public organizations. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:24:21. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Join us at josseybass.com Rainey, H. G. (2014). Understanding and managing public organizations. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:24:21. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Instructor Resources Comprehensive instructor resources to accompany this fifth edition of Understanding and Managing Public Organizations are available online at www.wiley.com/college/rainey . Materials are organized by chapter and include the following: • Two sample syllabi . Both are intended for graduate-level courses and are intended to provide students with a solid grounding in the concepts, top- ics, and research in public management and organization theory. • PowerPoint slides for each chapter . These follow the organization of the text and highlight the chapter themes and main subparts. • Key terms for each chapter . A list of key terms is provided for each chapter. • Discussion questions for each chapter . These questions can be used in class to prompt discussion on key themes or assigned to students as homework. The typical discussion question can be answered in one or two paragraphs. • Writing assignments and reports . These are intended to be take-home writing assignments, as they require more thorough consideration of topics and, in some instances, additional research. The typical question can be answered in as few as two pages or developed further into a more lengthy report. • Case studies . Nine case studies can be found at the end of this document, with suggestions for their use. • Class exercise . All class exercises can be completed in less than forty-fi ve min- utes of class time. These are designed to reinforce chapter lessons while encouraging collaborative learning among students. Rainey, H. G. (2014). Understanding and managing public organizations. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:24:21. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Essential Texts for Public and Nonprofi t Leadership and Management The Handbook of Nonprofi t Governance , by BoardSource Strategic Planning for Public and Nonprofi t Organizations , 5th Edition, by John M. Bryson The Effective Public Manager: Achieving Success in Government Organizations , 5th Edition, by Steven Cohen, William Eimicke, and Tanya Heikkila Handbook of Human Resources Management in Government , 3rd Edition, by Stephen E. Condrey (ed.) The Responsible Administrator , 6th Edition, by Terry L. Cooper The Jossey-Bass Handbook of Nonprofi t Leadership and Management , 3rd Edition, by David O. Renz, Robert D. Herman, and Associates (eds.) Benchmarking in the Public and Nonprofi t Sectors , 2nd Edition, by Patricia Keehley, and Others The Ethics Challenge in Public Service , 3rd Edition, by Carol W. Lewis, and Others Managing Nonprofi t Organizations , by Mary Tschirhart and Wolfgang Bielefeld Social Media in the Public Sector: Participation, Collaboration, and Transparency in the Networked World , by Ines Mergel Meta-Analysis for Public Management and Policy , by Evan Ringquist The Practitioner ’s Guide to Governance as Leadership: Building High-Performing Nonprofi t Boards , by Cathy A. Trower Measuring Performance in Public and Nonprofi t Organizations , by Theodore H. Poister Human Resources Management for Public and Nonprofi t Organizations: A Strategic Approach , 4th Edition, by Joan E. Pynes Fundraising Principles and Practice , by Adrian Sargeant, Jen Shang, and Associates Hank Rosso ’s Achieving Excellence in Fundraising , 3rd Edition, by Eugene R. Tempel, Timothy Seiler, and Eva Aldrich (eds.) Handbook of Practical Program Evaluation , 3rd Edition, by Joseph S. Wholey, and Others (eds.) Rainey, H. G. (2014). Understanding and managing public organizations. ProQuest Ebook Central <a onclick=window.open('http://ebookcentral.proquest.com','_blank') href='http://ebookcentral.proquest.com' target='_blank' style='cursor: pointer;'>http://ebookcentral.proquest.com</a> Created from ncent-ebooks on 2021-09-23 00:24:21. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Revisiting the Motivational Bases of Public Service: Twenty Years of ... Perry, James L;Hondeghem, Annie;Wise, Lois Recascino Public Administration Review; Sep/Oct 2010; 70, 5; ProQuest One Academic pg. 681 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.