DQ 1

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DQ 1 responses

Power in the ability to influence others or guide a culture within an organization. I had quite a lot power as the Clinical Director for a substance abuse treatment center. The industry of substance use treatment is completely saturated with unethical people. When I began with the agency, there were many people trying to "sell" clients to us. The owner was quickly redirected with my refusal to continue working for her. The selling of clients is body brokering (human trafficking) and it is completely unethical. I had the power to allow it, but it is fraud and would have changed our culture of helping to a culture based money. With the position I have now, I am truly helping people. I don't worry about money because that is not a part of my job. I am responsible to assure the charts are in order because that is how we get paid, but everyone it treated exactly the same regardless of how much money they have. Our director has empathy and compassion overflowing and he uses his power to get the division and the providers in line with his vision. His vision is to improve services for a largely under served population. We are taught to treat every aspect of their life so that the barriers are minimized-the consumer is then able to focus on themselves which helps them to grow and recover. Power is influence/control of those around you. In public administration, the role models that I have are teaching me to stay within ethical behavior. According to Kish-Gephart, Harrison, and Trevino (2010), "the existence of codes of conduct had no noticeable impact on employees' ethical choices". What this means to me is that I must walk on the right side of the street in all my affairs. I live, work, and breathe with the Word of God (to the best of my ability) and that has power over me to make the right choices.

Diane

Randall, D. M. (2012). Leadership and the use of power: shaping an ethical climate. The Journal of Applied Christian Leadership, 6(1), 28–35. Retrieved from https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=rfh&AN=ATLA0001975243&site=eds-live&scope=site

By definition, power refers to the ability to act or produce an effect, the ability to get extra-base hits, and refers to the capacity for being acted upon or undergoing an effect (Merriam-Webster, 2019). Power can be interpreted many different ways, and its definition depends on the individual. My perspective of power means having great leadership. I have realized that power is awarded to those who inspire and influence. A position title may have the perception of power, but true power is given to those who inspire and influence their counterparts. A title is just that, a name. For example, someone has been given the title of director of emergency services. This does not automatically give that person the ability to conduct change in the emergency room. That person has to have the qualities of a great leader, inspiring their staff members and influencing their behaviors for the greater good. If that is achieved then change will be easier implement and power will have been awarded. In my opinion, this accomplishment is having true power.

Public administration can be a difficult area to gain true power. We have elected and appointed officials fulfilling public administration roles. We rely on these individuals to conduct change and improve quality of living for the rest of us. With those that are elected, we are giving them our trust and showing them that we believe in them. We have learned that some officials have abused their power and therefore abused our trust. According to the article by Oana, the exercise of such power or right must be within the limits of that principle and, implicitly, of the principle of legality (2018). Public administrators have the responsibility to serve their communities with honesty, integrity, and are expected to have strong moral values. If they can uphold to these attributes, then true power will follow through the use of inspiration and influence over their constituents.

Reference

Oana Șaramet. (2018). Separation and balance of power and discretionary power in public administration. Juridical Tribune, Vol 8, Iss 2, Pp 437-452 (2018), (2), 437. Retrieved from https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edsdoj&AN=edsdoj.6ac768a83c34201a2f15619df274b4c&site=eds-live&scope=site

Power. (2019). Merriam-Webster. Retrieved from https://www.merriam-webster.com/dictionary/power

Power in public administration is very broad and effects every facet of the role. My view is that power and leadership are synonymous qualities that any good and effective public administrator must possess and exercise. Power is positional and should be used with restraint and reverence for the community that we serve. Appropriate use of power is a headline across the globe and is an often overlooked trait when we are deciding on the individuals we place in certain positions. Leadership on the other hand is more inherent and personal. It is the way that an individual public administrator administers the power and discretion they have been given (Saramet, 2018). It is the way that they gain the confidence of the staff that work under them and the community that supports and relies upon them. Power is the tool, leadership is the method with which that power is applied.

Understanding the true difference between the two is where a public administrator will genuinely begin to become effective and trusted by the people around them. Anyone can wear a badge or occupy an office. The real character comes from understanding the difference that can be made through effective use of the tools in front of them.

A solid singular example would be how a police officer conducts themselves. Are they using the wide scope of their power to further victimize the helpless or to make a positive impact on the community around them?