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| Preface | |
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| Acknowledgments | |
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| The Moral Terrain of Human Service Leadership | |
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| The Essence of Ethical Leadership | |
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| Social Work and Ethical Leadership | |
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| Social Work Leadership | |
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| Ethics as the Essence | |
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| The Essence of Ethics for Leaders | |
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| The Essence of Ethics Is for Everybody | |
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| The Essence of Ethics for Professional Leaders | |
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| The Dual Responsibility of Social Work: Private and Public Duties | |
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| Professional Ethics of Service | |
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| Public Duties of the Professions | |
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| Practical Ethics | |
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| The Dimensions of Ethical Leadership | |
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| Leadership: The Ethical Starting Point | |
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| Transformational Leadership | |
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| Ethical Resources and Traditions for Decisionmaking | |
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| Building Ethical Organizations | |
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| Social Responsibility of Human Service Organizations | |
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| Human Service Organizations: The Context for Ethical Leadership | |
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| The Unique Nature of Human Service Organizations | |
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| Characteristics of Human Service Organizations | |
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| Ethical Responsibility of Human Service Organizations | |
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| The History of Social Work Ethics in Organizations | |
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| Ethics in Leadership and Organizational Practice | |
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| Internal and External Self-Regulation | |
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| Circumstances that Produce Ethical Dilemmas in Human Services | |
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| Dilemmas in Relation to the Nature of Social Work | |
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| Dilemmas in Relation to the Function of Leaders | |
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| Dilemmas of Organizational Design and Requirements | |
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| Dilemmas About Resources | |
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| Business Ethics | |
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| The Profit Motive | |
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| Competition | |
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| Social Responsibility | |
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| Responsibility to Employees | |
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| Corporate Ethics | |
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| The Intersection of Social Services and Business Ethics | |
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| Social Responsibility | |
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| Operational Efficiency | |
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| Moral Obligations of Work | |
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| Values | |
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| Organizational Sources of Power | |
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| Organizational Sources of Governance | |
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| Ethical Leadership Through Transformation | |
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| Definitions of Leadership | |
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| Leadership Paradigms | |
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| Transactional Leadership Theory | |
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| Transformational Leadership Theory | |
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| The Moral Dimensions of Transformation Leadership | |
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| The Direction Dimension of Leadership--Vision and Voice | |
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| Vision as Fields of Energy | |
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| Assessed Vision--The Moral and Ethical Dimension of Leadership | |
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| The Point of the Profession | |
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| Proactive Process of Ethical Leadership | |
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| Empowerment | |
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| The Moral Responsibilities of Leadership | |
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| Responsibility to Constituents | |
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| Attributes and Characteristics for Ethical Leadership | |
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| Sacrifice | |
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| Voice of Conscience | |
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| Craft and Competence | |
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| Ethical Decisions: The Use and Abuse of Power | |
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| The Nature of Power in Leadership | |
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| The Manifestations of Power | |
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| The First Dimension: Power that Resides in Position | |
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| The Second Face: Power Associated with Structure and Process | |
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| Manipulated Consensus: Power Through the Construction of Meaning | |
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| The Manifestations of Powerlessness | |
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| Constituents' Perception of Powerlessness | |
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| Powerlessness and Alienation | |
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| Powerlessness | |
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| Overwhelmed | |
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| Resignation | |
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| Alienation | |
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| Coping with Alienation | |
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| The Cycle of Alienation | |
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| Moral, Professional, and Social Consequences of Powerlessness | |
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| Self-Regulation of Individuals and the Organization | |
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| Violations of Professional Behavior | |
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| Social Cost | |
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| The Power to Take Ethical Action | |
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| Power from Legitimate Authority | |
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| The Power Attached to Attitude | |
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| Power Attached to Function | |
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| The Cycle of Influence | |
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| Ethical Resources: Traditions and Tools for Ethical Leadership | |
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| Starting Points: Where a Leader Begins with Ethics | |
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| What Stage Are You In? | |
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| Moral Judgment: Thinking and the Ability to See the Moral Problem | |
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| Stages of Moral Judgment | |
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| Moving form Moral to Ethical Responsibility | |
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| Moral Identity: The Motivation to Do "The Right Thing" | |
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| Life Stage Development and Personal Factors | |
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| Gender | |
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| Career Development | |
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| What Hat Are You Wearing? | |
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| The Role of Administrator | |
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| Middle Managers and Supervisors | |
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| The Internal Guide: Individual Justifications for Ethics | |
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| The Client Comes First | |
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| Be True to Yourself | |
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| Attitudes: A Leader's Approach to Ethical Dilemmas | |
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| What Is Ethical? | |
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| Opportunity or Constraint? | |
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| Individual Decisionmaking Styles | |
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| Reflection and Self-Awareness | |
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| Ethical Resources: Traditions and Tools to Develop Ethical Awareness and Feeling | |
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| The Language of Ethics | |
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| Morality: Personal, Social, and Institutional | |
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| Values | |
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| Ethics and Applied Ethics | |
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| Ethical Dilemmas: The Gruesome Twosome | |
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| Ambiguity, Complexity, Context, and Other Quirks of Ethics | |
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| Moral Citizenship | |
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| Traditions and Tools for Social Work | |
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| Awareness: The Ability to See | |
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| Obstacles to Awareness | |
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| Awareness and the Role of Feedback | |
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| Feeling: An Informed Heart | |
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| Capacity for Empathy | |
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| Capacity for Indignation | |
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| Caring and a Cause | |
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| Moral Theory that Reflects Caring: Feminist, Afrocentric, and Ghandian | |
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| A Feminist Ethic of Care: Moral Sentiments and Relationship | |
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| An Afrocentric Ethic of Care: Community, Spirituality, and Experience | |
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| A Ghandian Ethic of Care: Social Justice and Service | |
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| Ethical Resources: Traditions and Tools to Develop Ethical Wisdom and Action | |
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| Thinking: Rationality and Respect | |
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| Rationality | |
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| Respect | |
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| Decision Premises | |
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| Virtue Ethics | |
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| Ethical Principles | |
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| Ethical Theories | |
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| Prudent Leadership | |
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| A Rights Approach | |
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| The Common Good | |
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| Action | |
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| Implementation | |
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| Acting Civically | |
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| Ethical Decision Framework | |
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| Awareness: Recognize a Moral Issue | |
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| Feeling: Care About Who Will Be Affected | |
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| Thinking: The Facts and the Wisdom to Use Them | |
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| Evaluate the Alternatives from Various Moral Perspectives | |
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| Action: Make a Decision and Implement | |
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| Take Action | |
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| Reflect on the Decision and Action | |
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| Building Ethical Organizations | |
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| Bureaucracy: Theories and Forms with Moral Implications | |
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| The Nature of Bureaucratic Theory and Design | |
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| Features of Bureaucracy | |
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| The Organizational Ideal | |
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| Bureaucracy and the Relationship to Ethics | |
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| Organizations as Social Agents | |
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| Fact versus Value: The Criterion of Efficiency | |
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| Social Workers and the Organizational Ideal | |
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| Characteristics of Bureaucracies and the Moral Impact | |
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| Rules and Regulations | |
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| Secrecy | |
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| Sacrifice of the Disadvantaged | |
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| Decisionmaking Structures and Process | |
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| Evaluation of Decisions and Programs | |
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| Moral Anesthesia | |
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| Routinization and the Loss of Purpose | |
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| Specialization | |
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| Language | |
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| Organizational Climate | |
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| Leadership and Bureaucracy | |
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| Organizational Culture: The Tangled Web of Understanding | |
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| Relationship of Culture to Ethical Leadership | |
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| Leaders Are Not the Lone Ranger | |
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| Leaders Affect the Moral Code | |
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| Organizational Culture Is the Context for Ethics | |
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| Organizational Values Influence Personal Conscience | |
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| Ethical Organizations Institutionalize Important Values | |
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| Ethical Decisions Are Nonprogrammed Decisions | |
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| The Nature of Organizational Culture | |
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| Cultural Context | |
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| Ethnocentrism | |
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| Development of Culture | |
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| Enactment | |
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| Ethical Climate: The Message | |
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| Leaders Set the Tone | |
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| Element of Ethical Climate | |
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| The Mission | |
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| Explicit Policy | |
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| Implicit Policy | |
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| The Importance of Congruence | |
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| The Freedom to Comment | |
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| The Spirit of Silence | |
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| The Bystander Effect | |
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| Whistleblowers in Organizations | |
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| Organizational Loyalty | |
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| Tools and Strategies to Shape Ethical Cultures | |
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| Leader Behaviors that Shape Culture | |
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| Leader as Steward | |
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| Culture of Communication | |
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| Leaders as Role Models | |
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| Leader Activities that Shape Culture | |
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| Stretch the Boundaries of Moral Responsibility | |
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| Leadership Role Activities and Relationship to Culture | |
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| Building Ethical Frameworks | |
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| Alignment of the Organization | |
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| Leading by Example | |
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| Address External Ethical Challenges | |
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| Program Orientations for Ethical Cultures | |
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| Compliance Programs | |
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| Value-Based Programs | |
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| Analysis of Culture: The Metaphor | |
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| Values for an Ethical Culture | |
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| Developing a Values Statement | |
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| Cultures Based on Integrity | |
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| The Feedback Loop: Leaders as Architects of Ethical Organizations | |
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| The Nature of Structure and Organization Design | |
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| Functions of Structure | |
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| Design Issues that Go Beyond Function | |
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| Collegiality, Interdependence, and Teamwork | |
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| Designs that Facilitate Integration | |
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| Designs that Invite the Environment into the Organization | |
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| Designs that Emphasize an Ethical Project | |
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| The Learning Organization | |
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| The Governing Ideas | |
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| Governing Ideas into Real-Life Decisions | |
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| Effective Learning Processes | |
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| Structures for Participation: The Quantum Wave of Potentials | |
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| The Web | |
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| Effective Participation | |
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| Participation as Democracy | |
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| Moral Significance of Participation | |
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| The Feedback Loop | |
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| Freedom of Action | |
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| Systems of Accountability | |
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| Enhancement of Learning | |
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| The Information Net | |
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| The Introduction of Moral Premises to Design | |
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| Organizational Codes of Ethics | |
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| Ethics Advisory Boards and Committees | |
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| Structures for Ethical Oversight | |
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| The Ethics of Governance: Oversight by the Board of Directors | |
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| The Ethics Audit | |
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| Ethical Leadership for the Future: Contributions to the Common Good | |
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| The Common Good | |
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| Political Advocacy | |
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| Social Reconstruction and Social Change | |
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| Moral Vision | |
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| Moral Citizenship: Values and Ethics in Action | |
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| Empowerment and the Common Good | |
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| Developing Community | |
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| Appendixes | |
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| The Community Services Code of Ethics | |
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| Part 3. The Audit with Questions Only | |
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| NASW Code of Ethics | |
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| References | |
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| Index | |