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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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| Published in: | Public administration review 2009-03, Vol.69 (2), p.200-206 |
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| creator | Getha-Taylor, Heather |
| description | 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. |
| doi_str_mv | 10.1111/j.1540-6210.2008.01965.x |
| format | article |
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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. 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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. 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| identifier | ISSN: 0033-3352 |
| ispartof | Public administration review, 2009-03, Vol.69 (2), p.200-206 |
| issn | 0033-3352 1540-6210 |
| language | eng |
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| source | EBSCOhost Business Source Ultimate; International Bibliography of the Social Sciences (IBSS); Wiley; EBSCOhost Econlit with Full Text; JSTOR Archival Journals and Primary Sources Collection; Social Science Premium Collection; ABI/INFORM Global; Politics Collection; Worldwide Political Science Abstracts; Education Collection |
| 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 |
| title | Managing the "New Normalcy" with Values-Based Leadership: Lessons from Admiral James Loy |
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