Attached are my assignments for this week. Please follow instructions all the way through and give the best work you can. If there are any questions or you cannot open links or .pdf please let me know

Module 5: 

During this module you will:

Read:

• Required

  • Sandberg, S. (2013). Lean in: Women, work, and the will to lead (1st ed.). New York, NY: Alfred A. Knopf.

    • Chapter 7: Don’t Leave Before You Leave

    • Chapter 8: Make Your Partner a Real Partner

    • Chapter 9: The Myth of Doing It All

    • Chapter 10: Let’s Start Talking About It

    • Chapter 11: Working Together Toward Equality

  • Module notes

  • Article from the Excelsior College Library (ECL):

    • Bass, B. M., & Avolio, B. J. (1994). Shatter the glass ceiling: Women may make better managers (Links to an external site.). Human Resource Management, 33(4), pp. 549-560. Retrieved from http://vlib.excelsior.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=12494904&site=eds-live&scope=site

  • Articles:

    • Ifeanyi, K. C. (2012, February 22). Report: Black women make great leaders (Links to an external site.). Inc. Retrieved from http://www.inc.com/kc-ifeanyi/report-black-women-make-great-leaders.html

    • Smith, A. E. (2015). On the edge of a glass cliff: Women in leadership in public organizations (Links to an external site.). Public Administration Quarterly, 39(3), pp. 483–517. Retrieved from http://vlib.excelsior.edu/login?url=http://search.proquest.com.vlib.excelsior.edu/docview/1749752186?accountid=134966

  • Legal cases:

    • Faragher v. City of Boca Raton (Links to an external site.). (524 U.S. 775, 1998). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?lni=3TGV-N290-002K-600F&csi=6496&hl=t&hv=t&hnsd=f&hns=t&
      hgn=t&oc=00240&perma=true

    • Burlington Industries, Inc. v. Ellerth (Links to an external site.). (524 U.S. 742, 1998). Retrieved from http://www-lexisnexis-com.vlib.excelsior.edu/lnacui2api/api/version1/getDocCui?oc=00240&hnsd=f&hgn=t&lni=3TGV-N290-002K-600D&hns=t&
      perma=true&hv=t&hl=t&csi=6496&secondRedirectIndicator=true

    • Goldsmith v. Bagby Elevator Company Inc (Links to an external site.). (11th Cir., 2008). Retrieved from http://caselaw.findlaw.com/us-11th-circuit/1332723.html

Although this is not a course on employment law, law and ethics frequently overlap. Therefore, it is important for public administrators to consider the impact of employment laws on their organization and employees from a leadership perspective as well. Leaders in the public sector should ensure that their teams understand their legal and ethical obligations and how they can prevent and address discrimination.

The legal landscape can be quite complicated for the public sector. Both state and federal statutes and case law can apply, in addition to the Constitutional requirements that apply to public sector employees to which private sector employers are generally not subject. Being able to identify and effectively respond to potential employment discrimination situations are a key part of successfully leading diverse teams. As an ethical matter, creating a safe workplace free from discrimination and harassment promotes ethical conduct and integrity.

One key employment law is Title VII of the Civil Rights Act of 1964. This, and other Equal Employment Opportunity (EEO) laws, provides a framework of workplace protections against sexual harassment and discrimination on the basis of race, color, gender, religion, and national origin. The scenarios addressed in this module will help you to identify potential legal liability and obstacles that you might face so that you can successfully lead diverse teams.

In this module, you will consider how employment law, ethics, and leadership issues intersect for The Pedestrian Advocates of Excelsiorville (PAE). As the Executive Director of PAE, Amber has certain ethical responsibilities from both legal and leadership perspectives. Let’s go through these responsibilities.

Even though PAE has grown in the last two years, it still has only 10 employees, which means it is not subject to Title VII of the Civil Rights Act of 1964. Title VII applies to employers with 15 or more employees, including state and local governments. Amber should therefore ensure that she is aware of any state and local laws that impact nonprofit employers with fewer than 15 employees like PAE.

In addition to understanding the applicable EEO laws which PAE is subject to, Amber should consider the legal and ethical implications of any employment policies or employment decisions that she makes. She can apply ethical theories to help her determine the best allocation of resources for PAE as a small nonprofit organization. She can seek advice from experts like HR consultants or attorneys when situations arise that are beyond her scope of expertise. She can also seek training for herself and her leadership team to ensure they are equipped to identify and respond adequately to diversity issues in the workplace.

From a leadership perspective, Amber should consider how she sets the tone as the organization’s key executive. She can send a message from the top-down that discrimination and harassment will not be tolerated and that any allegations of such will be promptly investigated, even in a small organization. Again, seeking leadership training or staying abreast of pertinent issues through a professional association, for instance, can help Amber maintain high ethical and legal standards for the organization.

How will you successfully lead diverse teams as a public administrator?

ASSIGNMENTS

Sandberg examines in Chapter 9 of Lean In the “myth of doing it all” and focuses on the guilt or anxiety that mothers who work outside the home often feel about their choices. This drive to try to do it all can cause burnout not only for women, but also men. In this discussion, you will contemplate ways to help yourself and your team to avoid burnout. This will increase productivity and job satisfaction, and will make you a better leader and your team more effective. As Sandberg argues, the “best way to make room for both life and career is to make choices deliberately—to set limits and stick to them.”

Respond to the following:

• Provide specific ways in which you, as a leader, will support your team to help them avoid getting burned out. For example, share what kind of team environment you will create and what workplace policies you will champion.

• Now that you have considered how to prevent your employees from getting burned out, how will you ensure that you do not get burned out yourself? What policies will you take advantage of yourself?

Post your primary response (approximately 500 words) 

In 2011, New York University (NYU) reached a $210,000 settlement in a case filed by a mailroom employee from Ghana alleging racial and national origin harassment. According to the Equal Employment Opportunity Commission (EEOC) report, the mailroom supervisor in NYU’s library regularly addressed this employee with slurs such as “monkey” and “gorilla” and insults such as “go back to your cage” and “do you want a banana?” The supervisor also called the employee’s accented English “gibberish” and expressed hostility to African immigrants. Although the employee made several formal complaints, NYU took months to investigate and then took virtually no corrective action, even after being alerted that the supervisor had retaliated against the employee for filing complaints.

Although NYU is a private university, this lawsuit could have come out of any number of public institutions. Reflect on the ethical, legal, and leadership aspects involved in this case.

Respond to the following:

• Share your overall reaction to this case.

• From ethical and legal standpoints, how should University leadership have handled this situation?

• What does “effective leadership” require in dealing with this type of situation?

Post your primary response (approximately 500 words)

In November 2015, University of Missouri System President, Tim Wolfe, resigned amid allegations that he failed to address racial inequality and discrimination. Leading up to his resignation, students had protested, the football team (including the head coach and 30 African-American players) announced they would not play football until the president was removed, an African-American graduate student went on a hunger strike, and state lawmakers got involved.

For this case study, research and summarize the facts of what happened at the University of Missouri that led to Wolfe’s resignation. Next, provide your analysis of how university administrators could have addressed the claims of racism and avoided this devolving into such a public and contentious situation. Finally, recall your work in Module 2 and discuss how the administrative context of a public university like the University of Missouri impacts a scenario of this type that involves allegations of racial inequality and discrimination.