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Managing the “New Normalcy” with Values‐Based Leadership: Lessons from Admiral James Loy
Author(s) -
GethaTaylor Heather
Publication year - 2009
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2008.01965.x
Subject(s) - cohesion (chemistry) , guard (computer science) , homeland security , public administration , democracy , coast guard , political science , balance (ability) , administration (probate law) , national security , management , sociology , law , economics , politics , computer science , psychology , engineering , neuroscience , programming language , marine engineering , chemistry , organic chemistry , terrorism
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.