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This book provides a multidimensional approach to ethical leadership in human services. Practical and theoretical perspectives integrated throughout the book help leaders consider the complexity of moral and ethical quandaries, rather than provide prescriptions or answers. A framework for decision-making includes the necessary components for an ethical reasoning process. The book then turns to the theoretical and practical implications of building ethical organizations and discusses organizational culture, climate, and structure as concrete entities that can be shaped to enhance the ethical policies and practices of the organization. For professional leaders, corporate managers, and students who wish to be leaders in human services.

Tabla de contenidos provista por Syndetics

• Preface(p. xiii)
• Acknowledgments(p. xv)
• Part 1 The Moral Terrain of Human Service Leadership(p. 1)
• 1 The Essence of Ethical Leadership(p. 3)
• Social Work and Ethical Leadership(p. 4)
• Social Work Leadership(p. 5)
• Ethics as the Essence(p. 6)
• The Essence of Ethics for Leaders(p. 7)
• The Essence of Ethics Is for Everybody(p. 9)
• The Essence of Ethics for Professional Leaders(p. 9)
• The Dual Responsibility of Social Work: Private and Public Duties(p. 10)
• Professional Ethics of Service(p. 10)
• Public Duties of the Professions(p. 11)
• Practical Ethics(p. 13)
• The Dimensions of Ethical Leadership(p. 14)
• Leadership: The Ethical Starting Point(p. 16)
• Transformational Leadership(p. 17)
• Ethical Resources and Traditions for Decisionmaking(p. 17)
• Building Ethical Organizations(p. 18)
• Social Responsibility of Human Service Organizations(p. 18)
• 2 Human Service Organizations: The Context for Ethical Leadership(p. 21)
• The Unique Nature of Human Service Organizations(p. 22)
• Characteristics of Human Service Organizations(p. 23)
• Ethical Responsibility of Human Service Organizations(p. 26)
• The History of Social Work Ethics in Organizations(p. 27)
• Ethics in Leadership and Organizational Practice(p. 28)
• Internal and External Self-Regulation(p. 29)
• Circumstances that Produce Ethical Dilemmas in Human Services(p. 31)
• Dilemmas in Relation to the Nature of Social Work(p. 32)
• Dilemmas in Relation to the Function of Leaders(p. 34)
• Dilemmas of Organizational Design and Requirements(p. 35)
• Dilemmas About Resources(p. 36)
• Business Ethics(p. 38)
• The Profit Motive(p. 39)
• Competition(p. 39)
• Social Responsibility(p. 40)
• Responsibility to Employees(p. 40)
• Corporate Ethics(p. 41)
• The Intersection of Social Services and Business Ethics(p. 41)
• Social Responsibility(p. 42)
• Operational Efficiency(p. 43)
• Moral Obligations of Work(p. 43)
• Values(p. 44)
• Organizational Sources of Power(p. 45)
• Organizational Sources of Governance(p. 45)
• 3 Ethical Leadership Through Transformation(p. 48)
• Definitions of Leadership(p. 49)
• Leadership Paradigms(p. 50)
• Transactional Leadership Theory(p. 50)
• Transformational Leadership Theory(p. 52)
• The Moral Dimensions of Transformation Leadership(p. 54)
• The Direction Dimension of Leadership--Vision and Voice(p. 54)
• Vision as Fields of Energy(p. 55)
• Assessed Vision--The Moral and Ethical Dimension of Leadership(p. 55)
• The Point of the Profession(p. 55)
• Proactive Process of Ethical Leadership(p. 57)
• Empowerment(p. 58)
• The Moral Responsibilities of Leadership(p. 60)
• Responsibility to Constituents(p. 60)
• Attributes and Characteristics for Ethical Leadership(p. 64)
• Sacrifice(p. 64)
• Voice of Conscience(p. 65)
• Craft and Competence(p. 66)
• 4 Ethical Decisions: The Use and Abuse of Power(p. 69)
• The Nature of Power in Leadership(p. 70)
• The Manifestations of Power(p. 71)
• The First Dimension: Power that Resides in Position(p. 72)
• The Second Face: Power Associated with Structure and Process(p. 76)
• Manipulated Consensus: Power Through the Construction of Meaning(p. 79)
• The Manifestations of Powerlessness(p. 80)
• Constituents' Perception of Powerlessness(p. 81)
• Powerlessness and Alienation(p. 81)
• Powerlessness(p. 81)
• Overwhelmed(p. 83)
• Resignation(p. 83)
• Alienation(p. 83)
• Coping with Alienation(p. 84)
• The Cycle of Alienation(p. 85)
• Moral, Professional, and Social Consequences of Powerlessness(p. 86)
• Self-Regulation of Individuals and the Organization(p. 87)
• Violations of Professional Behavior(p. 87)
• Social Cost(p. 87)
• The Power to Take Ethical Action(p. 88)
• Power from Legitimate Authority(p. 88)
• The Power Attached to Attitude(p. 90)
• Power Attached to Function(p. 91)
• The Cycle of Influence(p. 97)
• Part 2 Ethical Resources: Traditions and Tools for Ethical Leadership(p. 101)
• 5 Starting Points: Where a Leader Begins with Ethics(p. 103)
• What Stage Are You In?(p. 104)
• Moral Judgment: Thinking and the Ability to See the Moral Problem(p. 104)
• Stages of Moral Judgment(p. 105)
• Moving form Moral to Ethical Responsibility(p. 106)
• Moral Identity: The Motivation to Do "The Right Thing"(p. 109)
• Life Stage Development and Personal Factors(p. 110)
• Gender(p. 111)
• Career Development(p. 112)
• What Hat Are You Wearing?(p. 113)
• The Role of Administrator(p. 113)
• Middle Managers and Supervisors(p. 113)
• The Internal Guide: Individual Justifications for Ethics(p. 116)
• The Client Comes First(p. 116)
• Be True to Yourself(p. 116)
• Attitudes: A Leader's Approach to Ethical Dilemmas(p. 119)
• What Is Ethical?(p. 119)
• Opportunity or Constraint?(p. 121)
• Individual Decisionmaking Styles(p. 123)
• Reflection and Self-Awareness(p. 124)
• 6 Ethical Resources: Traditions and Tools to Develop Ethical Awareness and Feeling(p. 128)
• The Language of Ethics(p. 129)
• Morality: Personal, Social, and Institutional(p. 129)
• Values(p. 130)
• Ethics and Applied Ethics(p. 131)
• Ethical Dilemmas: The Gruesome Twosome(p. 133)
• Ambiguity, Complexity, Context, and Other Quirks of Ethics(p. 137)
• Moral Citizenship(p. 138)
• Traditions and Tools for Social Work(p. 139)
• Awareness: The Ability to See(p. 140)
• Obstacles to Awareness(p. 141)
• Awareness and the Role of Feedback(p. 144)
• Feeling: An Informed Heart(p. 144)
• Capacity for Empathy(p. 145)
• Capacity for Indignation(p. 145)
• Caring and a Cause(p. 146)
• Moral Theory that Reflects Caring: Feminist, Afrocentric, and Ghandian(p. 146)
• A Feminist Ethic of Care: Moral Sentiments and Relationship(p. 147)
• An Afrocentric Ethic of Care: Community, Spirituality, and Experience(p. 147)
• A Ghandian Ethic of Care: Social Justice and Service(p. 148)
• 7 Ethical Resources: Traditions and Tools to Develop Ethical Wisdom and Action(p. 152)
• Thinking: Rationality and Respect(p. 152)
• Rationality(p. 153)
• Respect(p. 156)
• Decision Premises(p. 156)
• Virtue Ethics(p. 157)
• Ethical Principles(p. 159)
• Ethical Theories(p. 162)
• Prudent Leadership(p. 164)
• A Rights Approach(p. 165)
• The Common Good(p. 165)
• Action(p. 166)
• Implementation(p. 167)
• Acting Civically(p. 167)
• Ethical Decision Framework(p. 169)
• Awareness: Recognize a Moral Issue(p. 169)
• Feeling: Care About Who Will Be Affected(p. 169)
• Thinking: The Facts and the Wisdom to Use Them(p. 170)
• Evaluate the Alternatives from Various Moral Perspectives(p. 170)
• Action: Make a Decision and Implement(p. 171)
• Take Action(p. 171)
• Reflect on the Decision and Action(p. 171)
• Part 3 Building Ethical Organizations(p. 175)
• 8 Bureaucracy: Theories and Forms with Moral Implications(p. 177)
• The Nature of Bureaucratic Theory and Design(p. 178)
• Features of Bureaucracy(p. 179)
• The Organizational Ideal(p. 179)
• Bureaucracy and the Relationship to Ethics(p. 179)
• Organizations as Social Agents(p. 180)
• Fact versus Value: The Criterion of Efficiency(p. 181)
• Social Workers and the Organizational Ideal(p. 183)
• Characteristics of Bureaucracies and the Moral Impact(p. 183)
• Rules and Regulations(p. 184)
• Secrecy(p. 185)
• Sacrifice of the Disadvantaged(p. 185)
• Decisionmaking Structures and Process(p. 186)
• Evaluation of Decisions and Programs(p. 187)
• Moral Anesthesia(p. 188)
• Routinization and the Loss of Purpose(p. 189)
• Specialization(p. 190)
• Language(p. 190)
• Organizational Climate(p. 191)
• Leadership and Bureaucracy(p. 192)
• 9 Organizational Culture: The Tangled Web of Understanding(p. 195)
• Relationship of Culture to Ethical Leadership(p. 196)
• Leaders Are Not the Lone Ranger(p. 196)
• Leaders Affect the Moral Code(p. 197)
• Organizational Culture Is the Context for Ethics(p. 197)
• Organizational Values Influence Personal Conscience(p. 198)
• Ethical Organizations Institutionalize Important Values(p. 198)
• Ethical Decisions Are Nonprogrammed Decisions(p. 199)
• The Nature of Organizational Culture(p. 200)
• Cultural Context(p. 200)
• Ethnocentrism(p. 201)
• Development of Culture(p. 201)
• Enactment(p. 203)
• Ethical Climate: The Message(p. 203)
• Leaders Set the Tone(p. 204)
• Element of Ethical Climate(p. 204)
• The Mission(p. 204)
• Explicit Policy(p. 205)
• Implicit Policy(p. 207)
• The Importance of Congruence(p. 209)
• The Freedom to Comment(p. 210)
• The Spirit of Silence(p. 210)
• The Bystander Effect(p. 210)
• Whistleblowers in Organizations(p. 211)
• Organizational Loyalty(p. 212)
• 10 Tools and Strategies to Shape Ethical Cultures(p. 214)
• Leader Behaviors that Shape Culture(p. 215)
• Leader as Steward(p. 215)
• Culture of Communication(p. 216)
• Leaders as Role Models(p. 217)
• Leader Activities that Shape Culture(p. 218)
• Stretch the Boundaries of Moral Responsibility(p. 219)
• Leadership Role Activities and Relationship to Culture(p. 220)
• Building Ethical Frameworks(p. 221)
• Alignment of the Organization(p. 221)
• Leading by Example(p. 222)
• Address External Ethical Challenges(p. 222)
• Program Orientations for Ethical Cultures(p. 222)
• Compliance Programs(p. 223)
• Value-Based Programs(p. 223)
• Analysis of Culture: The Metaphor(p. 224)
• Values for an Ethical Culture(p. 226)
• Developing a Values Statement(p. 226)
• Cultures Based on Integrity(p. 228)
• 11 The Feedback Loop: Leaders as Architects of Ethical Organizations(p. 231)
• The Nature of Structure and Organization Design(p. 232)
• Functions of Structure(p. 233)
• Design Issues that Go Beyond Function(p. 234)
• Collegiality, Interdependence, and Teamwork(p. 234)
• Designs that Facilitate Integration(p. 235)
• Designs that Invite the Environment into the Organization(p. 236)
• Designs that Emphasize an Ethical Project(p. 236)
• The Learning Organization(p. 237)
• The Governing Ideas(p. 237)
• Governing Ideas into Real-Life Decisions(p. 237)
• Effective Learning Processes(p. 239)
• Structures for Participation: The Quantum Wave of Potentials(p. 240)
• The Web(p. 241)
• Effective Participation(p. 242)
• Participation as Democracy(p. 243)
• Moral Significance of Participation(p. 244)
• The Feedback Loop(p. 245)
• Freedom of Action(p. 245)
• Systems of Accountability(p. 245)
• Enhancement of Learning(p. 246)
• The Information Net(p. 246)
• The Introduction of Moral Premises to Design(p. 247)
• Organizational Codes of Ethics(p. 248)
• Ethics Advisory Boards and Committees(p. 251)
• Structures for Ethical Oversight(p. 253)
• The Ethics of Governance: Oversight by the Board of Directors(p. 253)
• The Ethics Audit(p. 254)
• 12 Ethical Leadership for the Future: Contributions to the Common Good(p. 257)
• The Common Good(p. 258)
• Political Advocacy(p. 258)
• Social Reconstruction and Social Change(p. 259)
• Moral Vision(p. 260)
• Moral Citizenship: Values and Ethics in Action(p. 261)
• Empowerment and the Common Good(p. 262)
• Developing Community(p. 263)
• Appendixes
• Appendix A The Community Services Code of Ethics(p. 265)
• Appendix B Part 3. The Audit with Questions Only(p. 273)
• Appendix C NASW Code of Ethics(p. 277)
• References(p. 301)
• Index(p. 311)