Developing an Effective Strategy for the Enforcement of the Constitutional Mandate of the Senate Committee on Ethics, Code of Conduct and Public Petitions

The Senate Committee on Ethics, Code of Conduct and Public Petitions (ECCPP) is one of the committees of the Senate of Nigeria’s National Assembly. The Committee was one of the earliest Special committees established under Order XIII of the Senate Standing Orders 2015, as amended (SSO 2015). It is one of the committees through which the Senate conducts legislative investigations in fulfilment of its constitutional and statutory role under section 88 of the 1999 Constitution, as altered. The major challenge of the ECCPP Committee in the exercise of its investigation power is the refusal by some chief executives of government agencies and corporate organisations to honour its invitation. This study finds that among the reasons for this are the absence of ethical prescriptions in the SSO 2015 to guide the conduct of honourable members against unethical conduct that undermine their integrity, and absence of prescribed fine for failure to honour the Committee’s summons. To strengthen the enforcement capacity of the Committee, the study recommends, among others, that members of the Committee eschew unethical tendencies that undermine their integrity and conduct the business of the Committee in a manner that avoids conflicts of interest or its appearances.

The Hobbesian Moment

This chapter reviews how once in power, populist leaders try to assert their political dominance, which is invariably contested by some societal and institutional actors, and shows how this moment of decisive political confrontation determines the ulterior trajectory of the populist government. If populist chief executives succeed during this moment, an aggrandized executive emerges and electoral democracy will transition to a hybrid regime; if they are defeated or constrained, the possibility of regime change is averted. The chapter identifies the permissive and productive conditions that explain the failure or success of populist leaders in emerging victorious from this inflection point. The key permissive condition is voters’ support for radical institutional change. The key productive condition is the ability of populist leaders to use the state’s repressive apparatus to impose their political will. An additional productive condition is sometimes present: the organization and mobilization of low-income voters to support the populist project.

The Competencies Used to Assess the Effectiveness of New Zealand Managers

<p>Research on the competencies required by effective New Zealand managers is lacking. This thesis addressed this deficiency by identifying the competencies managers use to assess the effectiveness of managers across organisations and industries in New Zealand. The research was carried out in two parts. First, repertory grid interviews were conducted with 225 chief executives and senior managers from 75 organisations. They described the constructs that differentiated their effective and less effective senior managers. Six independent people categorised the interview constructs, which were incorporated in a questionnaire. In the second part of the study, 185 managers from two organisations rated a manager they regarded as effective on the constructs, as well as their overall effectiveness. The questionnaire analysis revealed a six-factor managerial effectiveness model. One main factor (interpersonal Skills) contributed over 40% of the variance. The five other factors (Conscientious and Organised, Strategic Behaviour, Problem-Solving, Drive and Enthusiasm, and Honest Feedback) contributed between 1.6% and 6% of the variance. The factors were similar to non-New Zealand competency models and the frequently cited Big Five personality factors. The implications of these findings are discussed, as well as issues related to identifying and implementing competencies.</p>

The Competencies Used to Assess the Effectiveness of New Zealand Managers

<p>Research on the competencies required by effective New Zealand managers is lacking. This thesis addressed this deficiency by identifying the competencies managers use to assess the effectiveness of managers across organisations and industries in New Zealand. The research was carried out in two parts. First, repertory grid interviews were conducted with 225 chief executives and senior managers from 75 organisations. They described the constructs that differentiated their effective and less effective senior managers. Six independent people categorised the interview constructs, which were incorporated in a questionnaire. In the second part of the study, 185 managers from two organisations rated a manager they regarded as effective on the constructs, as well as their overall effectiveness. The questionnaire analysis revealed a six-factor managerial effectiveness model. One main factor (interpersonal Skills) contributed over 40% of the variance. The five other factors (Conscientious and Organised, Strategic Behaviour, Problem-Solving, Drive and Enthusiasm, and Honest Feedback) contributed between 1.6% and 6% of the variance. The factors were similar to non-New Zealand competency models and the frequently cited Big Five personality factors. The implications of these findings are discussed, as well as issues related to identifying and implementing competencies.</p>

Are Family-Supportive Practices Strategic for Brazilian CEOs?

Purpose: The goal of the present study was to investigate chief executives&rsquo; intention and potential to create a family-supportive culture in the Brazilian context, further assessing the role of their aspirations in their employees&rsquo; perceptions. Methodology: Two researchers conducted 60 minutes of online semi-structured interviews with CEOs of seven companies of different sizes (measured by the number of employees), economic sectors, and capital structure. To complement the data gathered from CEOs, we also conducted private and individual 30-minute online interviews with three employees from each company. Findings: A total of four categories and 11 sub-categories emerged from the analysis of CEO interviews, and four categories and six sub-categories emerged from the analysis of employee interviews. Originality: The results suggest that family-supportive culture is promoted through behaviors that are consistent with the organization&rsquo;s core values, as well as through commitment of the agenda and resources of the company&rsquo;s leadership team.

Imagine there’s no heaven: Imaginaries of local government austerity

This article critically analyses the management of public sector austerity. Focusing on the case of UK local government chief executives, we develop the concept of austerity imaginaries. We provide four examples of these based on extensive interviewing. Offered as a theoretical concept, austerity imaginaries involve shared understandings of the role and potential for local government during times of acute fiscal pressure. We contribute empirical knowledge about the local dynamics of austerity and contribute to critical scholarship in this field. We argue that a simple thesis of ruination and destruction can obscure the creative work involved at the front line and we advocate the value of engaging both critically and empathetically with the everyday meanings in action of public managers working in circumstances far from their choosing. At the same time, the imaginaries reveal the insidious ways in which neoliberal assumptions about the public sector appear to delimit the scope for action.

Systems Leadership: how Chief Executives manage tension between organisation and system pressures

Aim: System leadership is the requirement for a leader of a single organisation to operate on behalf of a wider system, rather than their individual organisation. It is not clear to what extent the current policy landscape supports leaders in managing misalignment between the needs of their organisation and the wider system, as many national structures still emphasise a focus on individual organisations. This study aims to understand how Chief Executives implement system leadership in practice when faced with decisions that benefit the system to the detriment of their own trust. Methodology: Semi-structured interviews were conducted with ten Chief Executives from a range of trust types to understand their perceptions and decision-making process in practice. Semantic thematic analysis was used to draw out themes in relation to how Chief Executives approach decisions which weigh up the system and organisation. Results: Themes raised by interviewees included both advantages (such as support in managing demand) and disadvantages (such as increased bureaucracy) of system leadership and practical considerations in operationalisation (such as the importance of interpersonal relationships). Interviewees endorsed system leadership in principle, but did not feel that the organisational incentives as currently structured support the implementation of system leadership in practice. This was not seen as a major challenge or impediment to effective leadership. Conclusion: As a specific policy area, a direct focus on systems leadership is not necessarily helpful. Chief Executives should be supported to make decisions in a complex environment, without a specific focus on healthcare systems as a unit of operation.

Relationship between Local Chief Executive’s Character Traits and Governance Practices in Northern Samar, Philippines

This study evaluated the character traits and governance practices of local government officials in the Local Government Units (LGUs) of Northern Samar. The findings of the study would generally benefit not only the stakeholders of the local government units in the province but also in the national government. Specifically, findings of the study would benefit the LGU Chief Executives. The results of this study would provide the chief an opportunity to evaluate the relationships that exists between their character traits and governance practices. In effect, they may realize their strengths and weaknesses in running the local government. This study utilized the Big Five-character trait dimensions also known as Five Factor Model consisting of the five traits: openness, conscientiousness, extraversion, agreeableness, and neuroticism were also determined. This research includes Local Chief Executives (LCEs) in the municipalities of Northern Samar. A total of 12 LCEs were randomly selected to participate in this study. The governance practices such as transparency, participation, accountability, leadership, general organization and governance, inter-governmental relations, rule of law continuity in the implementation of programs, predictability and sustainability, preference for the poor, and effective, responsive provision of basic services were correlated with character traits of the local executives. The respondents of the study are the current LCEs and selected employees with permanent status in the municipalities covered. Significant difference was found between local chief executives and employees’ perception on the character traits of the LCEs. Significant difference on the agreeableness as character trait means that the degree to which the LCEs is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting is higher than the employees and stakeholders did not differ significantly. The test of relationship between the chief executives’ character traits and governance practices showed that openness is significantly correlated with transparency, participation and leadership.