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Beyond Max Weber: Emotional Intelligence and Public Leadership Robert Kramer, PhD Assistant Professor of Public Administration School of Public...

"Leadership Development." Based on the last e-Activity for this week, please respond to the following:


•Discuss the statement: “Relationships are the DNA of governance.” Speculate about what the author means by this assertion. Explain how this concept helps us to cooperate more effectively among agencies or departments.
•Elaborate on what the author means by “social capital” and how you think this concept relates to the emotional intelligence we now think public leaders should have.
Beyond Max Weber: Emotional Intelligence and Public Leadership Robert Kramer, PhD Assistant Professor of Public Administration School of Public Affairs American University Washington, DC, USA [email protected]
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2 ”We’re always talking about efficiency, productivity, restructuring and accountability. And to the ordinary citizen this means little. What the citizens want to hear is honesty, service … You have to communicate with people at an emotion level -- the issues that are confronting them as ordinary citizens” (Delegate to OECD Symposium, cited in Lau, 2000, p.59). All governance is people governance. All public service is people service. It’s all people. Relationships are the DNA of governance. Without people who can develop trusting relationships with other people there is no governance. Governance is more than the machinery of public administration and more than impartial cost-benefit analysis. At the 1996 OECD Ministerial Symposium on the Future of Public Services, governance was defined entirely in terms of relationships. Governance, concluded the OECD ministers, “encompasses the set of relationships between governments and citizens, acting as both individuals and as part of or through institutions, e.g., political parties, productive enterprises, special interest groups and the media” (Lau, 2000, p. 112). Relationships are at the heart of governance. To the extent that public administration mirrors the hearts and minds of people, it is governance. To the extent that public administration is disconnected from people, it is not governance. Public administrators are much more simply human than otherwise. Like the rest of us, public administrators are people, too. 1.0. Relationships are the DNA of Governance If relationships are the DNA of governance, I want to pose a question that is rarely asked in schools of public administration in Central and Eastern Europe: what, exactly, would be the value for governance of public administrators who can build relationships of mutual understanding and trust with: ! people who are peers in their own ministries? ! people who are peers in other ministries? ! people who are political superiors? ! people who are lower-level civil servants? ! people who are heads of parliamentary committees? ! people in business firms? ! people in special interest groups? ! people in media? ! people who are academicians? ! people who are NATO and European Union officials? ! people in the civic sector, non-profits and NGOs? ! people who are ordinary citizens? Trust is a precious commodity. It is virtually impossible for any human being to build trusting relationships with so many people at once. So, let’s pose a more modest question: What, I wonder, would be the value of public administrators who can build relationships of mutual understanding and trust merely with people who are peers in their own ministries ? Public administrators all over the world hold on, with amazing rigidity, to “turf,” “stovepipes” or “silos.” In my 25 years of experience in the U.S. government, including a
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1. The author’s statement is that relationships are the DNA of governance. He has tried to
assert the fact that good governance is based on trusting relationship among people.
The author has...

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