- Professor of Criminal Law, Public Administration, Leadership and 20-year federal agent.edit
Research Interests:
The literature on positive effective leadership is abundant, but little exists on the negative styles of leadership. The current research seeks to build upon the literature. The article is an exploratory case study investigating how... more
The literature on positive effective leadership is abundant, but little exists on the negative styles of leadership. The current research seeks to build upon the literature. The article is an exploratory case study investigating how leadership is perceived in a midsize organization and the observed organizational changes made by the perceived leadership style. Through a mixed method approach, the research utilized adopted leadership vignettes, structured open-ended questionnaires, and the literature of pseudo-transformational leadership. Introduced is the term “organizational laundering,” which results from employing a pseudo-transformational leadership style to attempt to be innovative and make organizational change. Examined in this research is the linkage the between pseudo-transformational leadership and organizational change. Lastly, the study identified organizational symptoms that are present within the pseudo-transformational leadership change process. Further research is recommended over various organizations to expand and validate the organizational symptoms.
Research Interests:
In 1978, Congress created Ofces of Inspector General (OIGs) in many federal agencies. The IG Act mandated that most government departments create new ofces to prevent and detect fraud, waste, abuse and corruption. Since that time,... more
In 1978, Congress created Ofces of Inspector General (OIGs) in many federal agencies. The IG Act mandated that most government departments create new ofces to prevent and detect fraud, waste, abuse and corruption. Since that time, Congress has sought to increase the power of IGs by passing the IG Inspector General Act Amendments of 1988, and the IG Reform Act of 2008. Most recently, in December 2016, Congress passed the IG Empowerment Act giving federal IGs enhanced independence; prohibiting agencies from withholding records and allowing federal IGs to data-match across agencies. Since IG inception, the number of federal Ofces of Inspector General (OIGs) has grown at a rapid pace, now exceeding over 70 OIGs. Legislative intent was never to have an OIG in every federal agency, board or commission, but to increase oversight in a post-Watergate era. Over the course of the last nearly 40 years, the amendments to the IG Act have dramatically increased the size, scope, and responsibility of OIGs. With that comes increased reporting requirements and responsibilities that many small OIGs can no longer handle. Several designated federal entity (DFE) OIGs (those IGs generally not presidentially appointed) have less than 10 full-time employees (FTE), comprising of a general counsel, an assistant IG for audit and an assistant IG for investigations resulting in too much administration and not enough rank-in-le. In like designed OIGs, the ofces are understaffed, and many don't have the resources to carry out the mission, leaving many programs vulnerable and at risk. Many smaller (DFE) OIGs can no longer handle the increasing responsibility of OIGs.
Research Interests:
Character traits are overlooked when assessing an IG’s success. IGs benefit when they focus on developing interpersonal skills, and building relationships with stakeholders. By understanding these traits, and the traits of successful IGs,... more
Character traits are overlooked when assessing an IG’s success. IGs benefit when they focus on developing interpersonal skills, and building relationships with stakeholders. By understanding these traits, and the traits of successful IGs, future IGs will be positioned on how to best address the challenges they are likely to face