The document discusses corruption in the public sector in the Philippines and measures to address it. It notes that while the Philippines has strong anti-corruption laws and agencies, corruption persists. The document recommends improving qualifications and training for anti-corruption leaders, providing more resources for accountability, and reforms to encourage transparency and public support for anti-corruption efforts. The concept of effective public sector leadership is also discussed. Traditionally a top-down, command style, today's leaders must enable collaboration, innovation, and change. Leaders must shift from directing to empowering employees and allowing creativity and risk-taking. Strong interpersonal skills are now required to navigate complex public needs in a fast-changing environment.

1. JELIE E. CASTILLANO APRIL 18, 2023
SPA 11
1. Practicing ethical public administration entails many different behaviors both internally
(within the organization ) and externally (outside the organization) . Elaborate on the ways
that corruption and graft have been discussed throughout the history of public
administration, and the steps that have been taken to curtail unethical behavior.
 The general public views government corruption as a major problem for the
Philippines. The Philippines has a comprehensive set of laws that may have
identified all the possible instances of graft and corruption that can be
devised. The anti-corruption agencies have been given ample powers to
identify and punish offenders. Special agencies devoted to rooting out
government corruption have emphasized both prevention and punishment.
Still, corruption persists. No new laws are required, but current law should
be re-examined to remove duplication and ensure that what remains is
enforceable by the anti-corruption agencies. Other recommended measures
are improvement in the qualifications and training of the leaders in the anti-
corruption campaign, more resources for enhancing accountability, better
public administration, encouragement of public-sector unions, the reform of
politicians and business people, transparency and accountability, moral
reform, and public support for efforts and officials committed to eliminating
corruption.
2. Regardless of a public administrator’s formal position within an organization, leadership is
understood as one of the key requirements for being an effective public sector manager.
Drawing upon your MPA studies, address how the concept of ‘’good’’ public sector leader
has changed over time. Furhermore,discuss the competing and complementary demands of
being an effective internal and external leader in public sector.
 The world is evolving at an unprecedented pace, which is forcing public
sector organizations to adapt their operations and develop their leadership
capabilities and behaviours. Society is more interconnected than ever before.
We all have information readily available at our fingertips, and we expect to
have our voices and opinions heard. Traditionally, the public sector has
occupied a command and control type position in society, but things are
changing. Instead, there is an appetite for our public institutions to play a far

2. JELIE E. CASTILLANO APRIL 18, 2023
SPA 11
more nurturing role which encourages innovation, foresight, collaboration,
and progress.
 A significant shift is underway, which requires a new style of leadership. Our
new society as one which is open, meaning that all citizens have access to
information and a voice. Society runs 24 hours a day so that individuals can
act far more spontaneously than in the past. We’ve shifted from a machine
and production-based focus to a society that is interconnected and based
around service. These are trends that have required an identity shift for the
public sector and its leaders.
 Gone are the days of command and control type vertical leadership, where
planning and action were dictated from the top of the organisation down
through the reporting lines, eventually reaching the most junior employees.
We now expect public institutions to enable development and progression,
not only regulating the society. Those leading public institutions through
these times must be masters of change leadership, with excellent people
skills, and not just experts in their technical field. Leaders need to shift their
mindset from telling to asking, trusting, innovating, and collaborating. They
must ask ‘what value have I created today?’ and ‘who have I served?’
 Traditionally the leaders of public institutions were often promoted based
upon their technical expertise. In the worst cases content specialists became
bad leaders focusing still mainly on content matters. Today’s public sector
requires real leaders at the helm who excel at leading by example,
understanding individuals and their capabilities, and motivating people so
that they can deliver the most value possible. Leaders need to know or learn
how to unleash and nurture creativity in their people. They must be
comfortable taking risks and allowing employees to test out new ways of
working. Some of the risks will result in failures; that’s business as usual
with innovation.

3. JELIE E. CASTILLANO APRIL 18, 2023
SPA 11
 The new leaders need to help their teams learn the new ways of working
while unlearning the old mindsets that no longer serve us. This is as a shift
from expert managers to public administration leaders. This cadre of
leadership is first and foremost a group of human-centric leaders who
realise that today’s complex society is not the issue. The real problem comes
when the public sector tries to solve society’s complexities with outdated
systems and a mindset that no longer works.
3. BONUS QUESTION: Make a narrative about your academic journey/memorable experience
with the course.