Date of Conferral

2022

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Michael B. Knight

Abstract

This qualitative case study addressed a gap in administrative ethics literature and was aimed at exploring how leaders in local government make ethical decisions and to understand the impact of codes of ethics on ethical conduct and ethical decision making. Trevino’s interactionist model of ethical decision making was used as a theoretical lens to guide the study. Because the model explores contextual interactions and the moral compass of individuals, it illuminated whether managers in local government perceive ethics and codes of ethics as important in decision making. The research questions solicited information on how leaders in local government describe their ethical decision making to influence ethical behavior among employees. Purposeful sampling was used to gather a sample of 10 appointed managers from different departments in local government where semistructured interviews were used to gather different perspectives. Thematic analysis was used to analyze the data collected from both interviews and documents. Results were indicative of contradictive opinions on what ethical decision making entails and how ethical codes can be used to enhance ethical decision making in the organization. Managers had different perspectives and understanding on the role of codes of ethics and how they can be used to encourage ethical behavior. There were blurred lines in the definitions of the code of ethics and conditions of service which managers need to clarify for efficiency and effectivity in fostering ethical conduct in their departments. A solid awareness and competency in ethical decision making guides managers to be accountable in their operations leading to a fair distribution of public goods to the citizens which then results in positive social change.

Download

Share

 
COinS