Understand the ethics and elected official

3. RESPECT OTHERS
•EMPOWER OTHERS AND LET YOUR SUBORDINATES BE THEMSELVES CREATIVELY
•GIVE CREDIT TO EVERYONE’S IDEAS
•LISTEN TO YOUR SUBORDINATES
•BE TOLERANT TO OPPOSING POINTS OF VIEW

4. SERVE OTHERS
•CONTRIBUTE TO THE GREATER GOOD OF OTHERS
•SERVE BEHAVIOR INCLUDES
-MENTORING
-EMPOWER OTHERS
-TEAM BUILDING

5. SHOW JUSTICE
•TREAT ALL SUBORDINATES EQUALITY
•FAIRNESS SHOULD BE MAIN PRIORITY IN DECISION MAKING
•BE CLEAR ABOUT RULES FOR DISTRIBUTING REWARDS. NO FAVORITES,
ALWAYS BE FAIR

6. BE HONEST
•ALWAYS TELL TRUTH
•BE OPEN WITH OTHERS AND REPRESENT REALITY EXACTLY THE WAY IT IS
-DO NOT PROMISE SOMETHING THAT YOU CANNOT DO
-DO NOT MISREPRESENT SOMETHING
-DO NOT SILENCE YOUR OBLIGATIONS

7. BUILD COMMUNITY
•INFLUENCE OTHERS TO REACH COMMON GOAL
•ATTEND TO MORE THAT JUST THE LEADERS AND FOLLOWERS GOALS. ALSO
ATTEND TO THE COMMUNITY’S GOAL AND PURPOSE
- AN ETHICAL LEADER IS CONCERNED WITH THE COMMON GOOD, IN THE BROADEST
SENSE

9. CIVIL SERVANT
• THE SOURCES AND TYPES OF ETHICAL OBLIGATION OF CIVIL SERVANTS
INCLUDE BROAD DUTIES TO PROTECT:
• THE CONSTITUTION,
• LAW,
• NATION OR COUNTRY,
• DEMOCRACY.
• NARROWER RESPONSIBILITIES INCLUDE ADHERENCE TO ORGANIZATIONAL
NORMS AND PROFESSIONAL STANDARDS, AS WELL AS OBLIGATIONS TO
FAMILY, FRIENDS, SELF, AND “MID- RANGE COLLECTIVITIES”

10. POLITICAL APPOINTEE
• MORE GENERAL RESPONSIBILITIES SHARED BY BOTH APPOINTED CAREER
CIVIL SERVANTS AND ELECTED OFFICIALS OR THEIR POLITICAL APPOINTEES
SERVE AS GUIDES TO ACTION TO PROMOTE THE PUBLIC INTEREST. HOWEVER,
CONTRADICTIONS OR DILEMMAS ARISE BECAUSE OF CONFLICTS BETWEEN
AND AMONG THESE DUTIES.

13. ETHICS AND DECISION MAKING
• IT LEADS TO DECISIONS THAT ARE ETHICAL AND EFFECTIVE. FOR AN
ORGANISATION TO FLOURISH AND MAINTAIN ITS TRUSTWORTHY REPUTATION,
DECISIONS NEED TO BE BOTH.
THE 3 CS OF ETHICAL DECISION-MAKING ARE:
• COMMITMENT- AIM TO DO WHAT IS ‘RIGHT’, EVEN IF A HIGHER DEGREE OF
RISK/EFFORT/COST/ IS INVOLVED.
• CONSISTENCY- REMAIN CONSISTENTLY AWARE OF THE ORGANISATION’S CORE
ETHICAL VALUES ON A REGULAR BASIS, NOT JUST WHEN A PARTICULARLY
CHALLENGING SITUATION DEMANDS IT.
• COMPETENCY- FORESEE FUTURE RISKS, OBJECTIVELY EVALUATE SUPPORTING
DATA USING CRITICAL THINKING, AND PUT FORWARD ALTERNATIVE ACTIONS AS
REQUIRED.

14. INFLUENCE OF CHARACTER AND ROLES ON ELECTED
OFFICIALS
• IT IS THE DUTY OF COUNCIL MEMBERS, THE MAYOR, AND TOP APPOINTED OFFICIALS TO ENSURE THAT THE
CITY IS FULFILLING ITS DUTIES UNDER THE LAW AND LAWFULLY EXERCISING ITS POWERS. THIS MINI-
COURSE DESCRIBES THE BASIC RESPONSIBILITIES OF ELECTED OFFICIALS, AS WELL AS HOW THE CLERK
WORKS WITH THE MAYOR AND COUNCIL MEMBERS.
• YOU WILL UNDERSTAND THE COUNCIL’S MEMBERS AND MAYOR’S ROLES IN CITY GOVERNANCE.
• RECOGNIZE HOW THE CLERK CAN SUPPORT THE MAYOR AND CITY COUNCIL.
• ACCESS ADDITIONAL RESOURCES ON LOCAL GOVERNMENT, COUNCIL STRUCTURE AND ROLES, AND
ADMINISTRATIVE STAFF ROLES.

15. • INTEGRITY—HAVING INCORRUPTIBLE HONESTY, PLAYING BY THE RULES, NOT BEING UNDULY
INFLUENCED BY FRIENDSHIP AND FAMILY IN CONDUCTING AFFAIRS OF GOVERNMENT, LEADING BY
EXAMPLE.
• CIVILITY—RESPECTING ONE’S CO- WORKERS, DISPLAYING SPORTSMANLIKE CONDUCT.
• UPHOLDING PRINCIPLES—DRAWING ON ONE’S RELIGIOUS OR PHILOSOPHICAL MORAL VALUES,
TAKING THE HIGH ROAD, FOLLOWING ONE’S CONVICTIONS, AVOIDING JUDGMENT OF ONE’S
OPPONENTS.
• SINCERITY—BEING FORTHRIGHT, AVOIDING HYPOCRISY AND CYNICISM, NOT HAVING A HIDDEN
AGENDA.
• POLITICAL SENSITIVITY—SEEKING THE GOOD OF THE NATION AS A WHOLE, RESPONDING TO THE
NEEDS OF ALL CITIZENS, SHOWING COMPASSION TO THOSE IN NEED, BEING CONCERNED ABOUT
ISSUES AND PROBLEMS.
• HONOR—ACTING TO BRING CREDIT AND WORTH TO ONE’S WORK, PROFESSION, AND INSTITUTION.
• CONVICTION—HAVING STRONG AND CONSISTENT BELIEFS AND THE COURAGE TO STAND BY ONE’S
VALUES WHILE BEING OPEN TO NEW INFORMATION AND CHANGE WHERE WARRANTED.

16. POLARIZATION OF POLITICS AND ETHICAL
IMPLICATION
1

18. RESULTS-BASED ANALYSIS
•THE CASES CAN BE ANALYZED USING THE
ETHICS TRIUMVIRATE. CONCENTRATING
FIRST ON RESULTS—THE GREATEST GOOD
FOR THE GREATEST NUMBER

19. RULE-BASED ANALYSIS
•ASSESSING RULES AND PRINCIPLES, NEITHER
ORGANIZATIONAL RULES NOR THE
FUNDAMENTAL ETHICAL RULE “WHAT IS GOOD
FOR ONE IS GOOD FOR ALL” ENDORSE THE
METHODS USED TO OBTAIN INFORMATION ABOUT
ENEMY ACTIONS.

20. VIRTUE-BASED ANALYSIS
•FROM A VIRTUE THEORY PERSPECTIVE, THE
ACTION WILL BE INFLUENCED BY THE INGRAINED
DISPOSITIONS OF THE DECISION MAKER. MORAL
COURAGE WILL BE REQUIRED WHICHEVER
CHOICE IS MADE.

21. BEHAVIORAL ETHICS-BASED ANALYSIS
•THE CASES CAN BE FURTHER CONSIDERED
USING SOME CONCEPTS FROM BEHAVIORAL
ETHICS. ETHICAL FADING IS A FORM OF SELF-
DECEPTION WHEREBY PEOPLE FAIL TO
RECOGNIZE THE MORAL DIMENSION OF AN
ISSUE.

22. OFFICIALS AND TRUTHFULNESS
• LYNDON JOHNSON AND THE VIETNAM WAR,
• RICHARD NIXON AND WATERGATE,
• JIMMY CARTER AND IRANIAN HOSTAGES,
• RONALD REAGAN AND THE IRAN- CONTRA AFFAIR,
• GEORGE H. W. BUSH AND TAX INCREASES,
• BILL CLINTON AND THE MONICA LEWINSKY AFFAIR,
• GEORGE W. BUSH AND THE IRAQ WAR,
• BARACK OBAMA AND GUANTANAMO,
• DONALD TRUMP AND CAMPAIGN PROMISE KEEPING.
For a moment the lie becomes the truth. —Fyodor Dostoevsky