Managing the "New Normalcy" with Values-Based Leadership: Lessons from Admiral James Loy

Tensions remain in adapting to the "new normalcy"— that is, the balance between national security and other democratic and administrative priorities in the aftermath of 9/11. Perhaps no one appreciates this balance more than Admiral James Loy. Immediately following the September 11 attacks...

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Bibliographic Details
Published in:Public administration review 2009-03, Vol.69 (2), p.200-206
Main Author: Getha-Taylor, Heather
Format: Article
Language:English
Subjects:
Administrative Profile
Air transportation
Airport security
Airports
Beliefs
Coast Guard
Corporate culture
Departments
Educational administration
Leaders
Leadership
Leadership Training
Loy, James M
Management
National Security
Office Occupations
Organizational Culture
Personnel management
Political leadership
Public administration
Public officials
September 11 terrorist attacks-2001
September 11th 2001
Social values
Terrorism
Transportation
United States of America
Values
Warts
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Summary:Tensions remain in adapting to the "new normalcy"— that is, the balance between national security and other democratic and administrative priorities in the aftermath of 9/11. Perhaps no one appreciates this balance more than Admiral James Loy. Immediately following the September 11 attacks, he left his post as commandant of the U.S. Coast Guard to accept the challenge of standing up the Transportation Security Administration. Next, Loy tackled the role of deputy secretary of the Department of Homeland Security. Loy's efforts to articulate a set of core organizational values in three organizational contexts offer lessons for public managers who seek to enhance internal cohesion. Strong cultural cohesion is expected to support organizational transformation and, ultimately, performance. Loy's example puts that connection to the test.
ISSN:0033-3352
1540-6210
DOI:10.1111/j.1540-6210.2008.01965.x