Ethics in Public Service and Its Societal Impact

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Nov 24, 2024

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Ethics can be defined as a complex connection between moral values and the societal framework within which actions take place. The ethical values can meaningfully vary across borders due to changes in culture and day-to-day practices (Sindane, 2011). In this paper, I aim to discover the various critical sides of ethics in public service. To begin, I will explore the idea of ethical leadership within the public sector, stressing its essential role in keeping trust and truthfulness. Additionally, I will conduct a critical examine of the idea of being a spiritual-servant leader in the territory of public service, analyzing the blend of spiritual values with a promise to community service. Moreover, I will define and discuss the five ethics models presented by Van Wart, which cover the following models: (1) the fundamental integrity model of the virtuous leader, (2) the ethical leader as a moral manager, (3) the ethical leader as an authentic figure, (4) the ethical leader as a spiritual mentor to followers, clients, and citizens, and (5) the ethical leader as a substance for transformative change for the common good. These models offer valuable frameworks for knowing and displaying ethical leadership. In addition, I will explore the idea of being a spiritual-servant leader in public service while also evaluating whether conventional ethical codes serve for Christian leaders. This assessment will explore the question of whether Christian leaders conduct a heightened moral responsibility engrained in biblical teachings. Finally, this paper will apply at least one biblical quote to demonstrate how ethical principles can be flawlessly combined into leadership practices. Ethics is inherently tangled with the society in which it is applied, and its role in American public service is of paramount importance, as it supports the foundation of trust upon which the government's authority relies. Upholding this trust is crucial, as a decay in public trust can confuse the governance process. Particularly, Van Wart, in his book review, underscores the ongoing attrition of trust in public servants, which is deteriorated by the availability of excess of

information, some of which is inaccurate or misleading. The spread of false information poses a substantial challenge to society and the practice of ethics in public service (Wan Vart,, 2007). Ethics, which include the set of moral principles guiding human behavior, is not a static or universally constant concept. In its place, it is deeply formed and molded by cultural, societal, and customary distinctions. What is considered ethical in one society can significantly be different from what is regarded as ethical in another. To gain a comprehensive understanding of ethics, it is essential to investigate into its complex relationship with culture (Dobel, 1998). In democratic systems similar to that of the United States, the basis of public service is built upon the central principles of serving the people. Trust between the government and its citizens forms the foundation of democracy, established on the belief that public servants will act in the best interests of the people while maintaining the values well-preserved in the constitution. Therefore, the role of ethics in public service is a significant matter (Van Wart, 2013). In an inspiring and thought-provoking book review, Van Wart mentions a concerning trend: the declining trust in public servants. However, this deterioration, is not easily attributed to a single cause. The abundance of information in the digital age, combined with the propagation of misrepresentation, has further complicated the issue (Van Wart, 2012) The Basic Integrity Model of the Virtuous Leader underlines the crucial role of virtue and moral honesty in leadership. It encourages leaders to lead by setting an example, constantly representing honesty and ethical conduct in their actions. Righteous leaders are those who uphold moral principles and follow a strong ethical code of ethics. In the framework of public service, such leaders are essential for upholding the trust and confidence of the public.

The second model, Ethical Leader as a Moral Manager highlights the managerial feature of ethical leadership. It proposes that leaders should not only possess personal ethical values but also actively nurture an organizational culture that line up ethical behavior among employees and stakeholders. In public service, this means that leaders should not only be ethical themselves but also implant these values in the organizations and institutions they supervise. The third model, Ethical Leader as Authentic places a strong stress on legitimacy and authenticity. Leaders are fortified to be true to themselves and their beliefs, and this authenticity should spread to their actions and connections with others. Authentic leaders build trust with their citizens through their sincere and honest approach to leadership. In public service, this model highlights the significance of leaders who are transparent and true to their values, which is instrumental in building trust with the public. The fourth model, Ethical Leader as a Spiritual Mentor investigates into the deeper sides of ethical leadership. It suggests that leaders should serve as mentors, supervisory followers, clients, and residents in their ethical and moral development. In this context, public service leaders have a unique opportunity to not only lead by example but also to vigorously involve in the moral and ethical growth of the individuals they serve (Van Wart, 2003) The fifth model, Ethical Leader as a Transforming Agent of Change for the Common Good highlights the practical role of leaders in pouring positive change for the betterment of society. Ethical leaders are not submissive observers but actively work to bring about change that benefits the greater good. This model is especially applicable in the dominion of public service, where leaders are delegated with the responsibility of making decisions that have long lasting impacts on society and its citizens (Van Wart 2016).

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Ethical codes act as essential rules and guidelines that define the ethical principles and expectations for leaders in their roles. These ethical codes are often influenced by societal norms, legal requirements, and the values and mission of the organizations or institutions where leaders work. However, some Christian leaders contend that they are bound by a higher moral responsibility ingrained in their faith, which exceeds conventional ethical codes. From this viewpoint, Christian leaders are held answerable to a moral framework that exceeds standard codes and comprises principles deeply rooted in the Christian faith. For Christian leaders, this moral accountability spreads to biblical values such as love, empathy, and serving others in a good manner. These values extend beyond mere obedience with ethical guidelines and signify a broader commitment to an overall moral compass. Christian leaders may argue that their ethical behavior should align with the teachings of the Bible, encircling a wide display of moral and ethical requirements, rules, and laws (Kakabadse, 2003). To demonstrate the link between biblical principles and ethical leadership, it is essential to draw upon relevant passage. One such passage can be found in the Bible, explicitly in the book of Matthew, which states, "In everything, do to others what you would have them do to you" (Matthew 7:12, NIV). This verse, frequently referred to as the Golden Rule, underlines an initial ethical concept of treating others with respect and fairness, which forms the base of ethical leadership. The essence of this teaching is grounded in the principles of interchange the goodness and empathy, highlighting the importance of considering the outcomes of one's actions on others. When applied in the context of leadership, it serves as a guideline for making ethical decisions that benefit both the leader and the individuals they lead. Another relevant biblical quote is in the Book of Micah: "He has revealed to you, O mortal, what is good. And what does the Lord require of you? To do what is just, to love mercy, and to walk

humbly with your God" (Micah 6:8, NIV). This verse briefly summarizes the central principles of moral and ethical leadership by stressing the importance of justice, compassion, and humility. It serves as a directive to leaders, urging them to act in a fair and reasonable manner, display compassion and responsiveness, and approach their leadership role with humbleness, modesty, and a sense of accountability to a higher authority. In the dominion of public service, this passage holds implication as it underscores the value of ethical and compassionate leadership, rooted in a humble acknowledgment of one's position within the larger outline of overall fairness and justice. The connection between culture and ethics is a vital reflection for leaders in the public service sector. Ethics is a deep and magnificent concept, inclined by cultural and societal factors, stressing the importance of having cultural capability and compassion in public service leadership. Evolving an ethical organizational culture is a vital element of ethical leadership in public service. Ethical leaders are not only accountable for their own actions but also for forming the ethical climate within their organizations. The need for bringing about significant change for the greater good is a vital aspect of ethical leadership in public service. Leaders should not just sustain ethical standards but actively struggle to create positive changes that benefit society in all possible ways. The examination of ethical leadership in public service is an ongoing conversation. As society grows and meet new challenges, the principles and practices of ethical leadership must also grow to adapt to these changes (Mozumder, 2018) The biblical quote Matthew 7:12, famously known as the Golden Rule, grasps a special meaning due to its universal appeal and thoughtful message. I find it appropriate and connected with me because of its timeless meaning and the core ethical principle it signifies. The Golden Rule is a principle recognized worldwide, prevailing in various cultures and religions. Its comprehensive

acceptance highlights its fundamental importance in guiding human behavior and connections, showing that ethical principles surpass cultural and religious borders. Also, the Golden Rule is deeply rooted in compassion and empathy, inspiring individuals to treat others as they themselves would like to be treated. This idea of sympathizing with others, nurtures understanding and kindness, which are dynamic components of ethical decision-making and leadership. In the context of ethical leadership, the Golden Rule serves as a guiding principle for leaders in their dealings with citizens, colleagues, and stakeholders. It emphasizes on treating others in a good manner and display respect, kindness, integrity, and fairness. Ethical leaders should opt for such decisions that can benefit the whole society and themselves as well. the golden rule tells us about ethical behaviors to follow in all walks of life such as dealing with others, business, day to day life, personal relationships, and public service. It also strengthens the importance of behaving ethically and morally especially while being in a powerful position. The golden rule guides us about building trust while behaving ethically and upholding integrity. It also encourages us to nurture positive connections while interacting with others. For me, the golden rule is a significant guideline to know the importance of human interactions and ethical behaviors. It guides us about our actions and their outcomes on other people around us. We all want to be treated in a good way and in the same way, we should treat others displaying empathy, compassion, and respect. This model guides us about our behaviors and decisions as a moral compass. It offers lasting guidelines, ethical standards and collective goals for an ethical leadership displaying share values, for people coming from different backgrounds and moral beliefs (Haq, 2011). The attrition of trust in public servants, influenced by the digital age and misrepresentation, is a challenging issue. In this framework, ethical leadership is of greatest importance in maintaining

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public trust. Van Wart's ethics models offer a strong framework for right leadership in public service, covering personal ethics, organizational culture, genuineness, leadership, and transformative change. Ethical leaders in the public sector are responsible not only for their own actions and behaviors but also for encouraging ethical cultures and bringing positive societal change. Ethical codes provide initial supervision for ethical behavior, but Christian leaders may argue that they are bounded and guided by a higher biblical moral obligation. Their ethical conduct is expected to align with the teachings of the Bible, surrounding a wide range of ethical and moral values. Biblical quotes, like the Golden Rule and Micah 6:8, display the inherent link between ethical values and leadership, stressing respect, equality, fairness, compassion, and modesty, offering eternal direction and supervision for ethical leadership in public service. The mixture of ethical codes and Christian moral values offer unique challenges and greater opportunities for leaders in public service. This blend results in a complex and multi-layered approach to ethical leadership. The interaction between culture and ethics, the creation of ethical organizational cultures, the necessity of greater change for the common good, and the continuing dialogue on ethical leadership all contribute to the ethical leadership in public service. It is our shared duty to maintain the uppermost standards of ethical leadership for the improvement of society and the common good. As we navigate the complications of ethical leadership, we must seek help and guidance from the understandings provided by ethics models and the timeless insight of biblical teachings to follow a path towards responsible and impactful leadership in public service (Uhr, 2015).

1. Dobel, J. P. (1998). Political prudence and the ethics of leadership. Public Administration Review , 74-81. 2. Haq, S. (2011). Ethics and leadership skills in the public service. Procedia-Social and Behavioral Sciences , 15 , 2792-2796. 3. Kakabadse, A., Korac‐Kakabadse, N., & Kouzmin, A. (2003). Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government. Public administration , 81 (3), 477-508. 4. Mozumder, N. A. (2018). A multilevel trust-based model of ethical public leadership. Journal of Business Ethics , 153 , 167-184. 5. Sindane, A. M. (2011). Values and ethics enter the real world: a framework for public leadership and governance. Koers: Bulletin for Christian Scholarship= Koers: Bulletin vir Christelike Wetenskap , 76 (4), 751-769. 6. Uhr, J. (2015). Prudential public leadership: Promoting ethics in public policy and administration . New York, NY: Palgrave Macmillan. 7. Van Wart, M. (2012). The role of trust in leadership. Public Administration Review , 72 (3), 454-458. 8. Van Wart, M. (2013). Administrative leadership theory: A reassessment after 10 years. Public Administration , 91 (3), 521-543. 9. Van Wart, M. (2016). Public-sector leadership theory: An assessment. In Administrative leadership in the public sector (pp. 11-34). Routledge. 10. Van Wart, M. (2007). Do Public Administrators Tend to Be Morally Superior?.

11. Wart, M. V. (2003). Codes of ethics as living documents: The case of the American society for public administration. Public Integrity , 5 (4), 331-346.

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Ethics in Public Service and Its Societal Impact

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