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The Ethical Environment of Local Government Managers

University of South Florida

Empirical research on ethics in government is growing rapidly. One area that has been largely overlooked, however, is the ethical environment of the public manager. This paper examines the ethical environments of local government managers in two states-Florida and Texas-with an interest in assessing how hospitable those environments are to the adoption of a "trust and lead" strategy advocated by the Winter Commission to revitalize local and state public service. Three research questions are addressed: (a.) To what extent do local government managers perceive themselves to be working in an ethical organization and community? (b.) What might explain why they adopt a more or less ethical view of their workplace and communities? And (c.) how might a manager's own ethical self-esteem condition or influence how he/she assesses one's ethical environment? The findings, based on survey responses of more than 200 municipal managers, suggest that a "trust and lead" strategy can be effective in local public service.

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