Leadership: Ethics, Power, and Decision Making in a Volatile Public Sphere
Is it possible to undertake whole-hearted, effective public service in the 21st century without losing your soul? Through this program, participants will discover that the answer is a resounding yes. The 2-day Leadership: Ethics, Power, and Decision-Making in a Volatile Public Sphere program takes a cross-cultural approach to professional ethics, specifically in the public sector.
A close analysis of cases from around the world is the foundation upon which we will build an account of the competencies needed to be a virtuous public servant. Insights from the ever-growing field of moral psychology will be put into conversation with classic and contemporary ethical theory from both Western and Eastern traditions. Special emphasis will be placed on how to think and act strategically when balancing professional obligations with personal morality in the pursuit of creating public value. It will provide an opportunity for participants to workshop their own cases with their peers in an effort to scrutinize, evaluate, and learn from the ethical issues that may have already arisen in their professional lives.
Participants will engage in plenary sessions, interactive workshops, and case discussions with a Teaching Fellow from Harvard University. It also serves as a forum of small group discussion by participants in discussing some of the challenges they are facing (or have faced).
Who Should Attend
This program is ideal for key decision makers and senior leaders in the public sector
- Strategize how to balance the different types of ethical obligations involved in public administration in the increasingly volatile Asian context
- Learn to integrate and apply various types of moral judgment in complex administrative contexts
- Map out the relationship of constitutional and governance theory to the ethical obligations and loyalties of public administrators;
- Identify typical moral dilemmas in public sector decision making;
- Gain a deeper understanding of how individual personality and thought processes may impact decision making
- Develop strategies for using one’s character to build value-add relationships in the public sphere
Call: +6014-227-5830 (WhatsApp/Viber)
Samuel is the Co-founder and President of the Center for Asia Leadership. Passionate about nurturing and empowering talents in Asia, he has been actively engaging various stakeholders in developing and running over 42 programs annually in more than 27 countries in Asia to help emerging leaders explore opportunities to be socially responsible in facing the region’s complex challenges. Samuel oversees them, along with a team of 36 comprising Faculty and Teaching Fellows from Harvard and Stanford University, and administrators at the main office in Boston, U.S., and the Asian regional hubs in Kuala Lumpur, Seoul, Manila, and Tokyo.. Prior to establishing the Center, Samuel worked for 14 years in varying sectors from strategy consulting and social entrepreneurship to international development, politics, and government. He served as a Visiting Fellow at the Asia Center at Harvard University and at the Kellogg School of Management in Northwestern University. He holds a Masters of Public Administration from the Harvard Kennedy School of Government and completed his undergraduate studies in law and political science.
Professor Dean Williams teaches at Harvard University’s Kennedy School and is based at the Center for Public Leadership. He is the author of Real Leadership: Helping People and Organizations Face Their Toughest Challenges and Leadership for a Fractured World: How to Cross Boundaries, Build Bridges, and Lead Change.
Dean served as an adviser on reform and development for the governments of Australia, Singapore, Nigeria, Brunei, East Timor and Madagascar, and consulted with numerous corporations worldwide on leadership development and organizational change. One of Williams’ goals, is to bring “full reality” into the classroom and the field of leadership.”
“Dean Williams is an idealist who has set out to embrace the challenges of the real world” – from the article Leadership: Real and Imagined
- Day 1
- Day 2