Analysis Of HUD
HUD (Housing & Urban Development) Leadership Anaylsis
HUD (Housing & Urban Development) Leadership Analysis
Merceda D. Gooding
Section 8 voucher participant & Advocate
June 3, 2011
ABSTRACT
This study examines the U.S. Housing & Urban Development leadership (HUD) and provides an analysis on how to improve HUD’s strategic vision, administrative framework, employee, civil society and participants relations and culture environment. Over the years there have been major reforms at the US Department of Housing and Urban Development because of scandals, misappropriations and distrust that have been costly and unsuccessful. HUD is a public sector …show more content…
organization functioning autocratic leadership style not diplomatic and democratic. Even though, HUD is reinventing itself, it is a major issue with effective leadership at
HUD. This paper will indentify the inadequacies, distrust issues and challenges faced from the
HUD’s principal leadership officials and suggestions on how they can improve to transform their leadership roles and styles in a bureaucratic environment.
INTRODUCTION
HUD (U.S. Housing & Urban Development) Leadership Analysis
HUD (United States Housing & Urban Development) was established as a Cabinet Department by the Department of Housing and Urban Development Act in 1965.
As the principal federal agency responsible for the improvement and development of America’s housing and communities, HUD’s programs include: providing mortgage insurance to help individuals and families become homeowners; development rehabilitation and modernization of the nation’s public and Indian housing stock; development of HUD-insured multifamily housing; development, improvement and revitalization of America’s urban centers and neighborhoods; providing rental subsidies to lower-income families to help them obtain affordable housing, and the enforcement of Federal Fair Housing laws (HUD, …show more content…
2010).
The major players of the Housing and Urban Development (HUD):
Secretary- Shaun Donavan Deputy Secretary – Ron Simms
Assist. Secretary Community & Planning Development - Mercedes Marquez
Secretary for Policy, Development & Research - Raphael Bostic
Assistant Secretary for Congressional and Intergovernmental Relations - Deter Kovar
Assist. Secretary for Public and Indian Housing - Sandra B. Hernanquez
Assistant Secretary for Fair Housing & Equal Opportunity - John Trasvina
Acting Assistant Secretary Housing/Federal Housing Commissioner - Bob Ryan
General Deputy Assistant Secretary for Public Affairs - Neill Mc G. Coleman
PROBLEM STATEMENT United States Housing & Urban Development (HUD) main headquarters is located in Washington, D.C. Under the national HUD’s umbrella is the regional state and local offices located in every state and municipality in the United States. The organization is governed by the legislation, federal housing laws and regulations to operate their programs, service and products for subsidized citizens, homeless, low and moderate income persons with affordable housing. The organization has critical problems and complexity challenges with mismanagement, resistance to change, misuse of policies, lack of transparency and accountability. The bureaucratic organizational structure fosters authoritarian and autocratic management styles, control, hierarchical authority, and bureaucratic routines, internal and external conflicts that caused a lack of communication resulting in devastation relations between the local, state, national HUD offices with citizens, advocacy groups and staff.
HUD’s principal leadership lacks human skills communicating or interacting with employees (local and state), citizens and participants. They lack a shared vision, strong belief in rules in every decision making process, and have strict constraints of control over the employees that is causing a low morale with uncertainty and vulnerability that is affecting the culture work environment. These actions caused the citizens, employees and participants to weaken trust in federal government institutions causing an erosion of confidence while HUD face “good governance” challenges.
BACKGROUND
HUD (U.S. Department Housing & Urban Development) is a public sector organization that is experiencing challenges of “a shared power” environment that demands effective leadership providing higher quality and more efficient goods and services. Over the years, HUD has made several attempts to transform their organization; customer service, rules and policies, structure and programs with the absence of strong, developed efficient and effective leadership. This leadership analysis research paper will describe the HUD’s current operations, administrative framework and indentifying their leadership performance: • Trust, values and morale • Employee motivation • Effective Communication • Vision and Strategies • Culture environment (bureaucratic) In conclusion, this leadership analysis paper will suggest how HUD can improve to transform their organization with effective leadership; strategic vision, reshape values, participatory-decision making and a muscle to pursue excellent leadership that has the capacity to deliver. HUD was created under the U.S. Housing Act in 1934 signed by President Franklin Roosevelt during the Great Depression. Over the years, the U.S. Government strives to transform HUD to be more efficient, effective and accountable. In 1965, under the Department of Housing & Urban Development Act, HUD has become a cabinet level agency over 8,000 employees at their national headquarters located in Washington, D.C. In addition, HUD has regional and local offices located in each state and municipality all over the United States. HUD is a federal agency responsible for national policy and programs that address Americans housing needs, improve and develop communities and enforce fair housing laws. HUD business is to create a decent home and suitable living environment for all Americans, (II) provide mortgage insurance to helped individuals and families to become homeowners, (III) develop, rehab and modernize the nation’s public and Indian housing stock, (IV) development of HUD –insured multifamily housing (V) develop, improve and revitalize America’s urban centers and neighborhoods (VI) provide rental subsidies to low-income families, to help them obtain affordable housing and the enforcement of federal housing laws (VII) and promote self-sufficiency programs (Section 3), training, and educational opportunities to low-income individuals to become independent achieving the American dream. HUD’s current methods, plans and assessments to measure their performance: • PHAS (Public Housing Assessment System) - evaluates the PHA’s (Public Housing Authority) physical condition, financial condition, management operations, resident program and satisfaction. RASS (Resident Satisfaction Survey) - is a part of PHAS assessment. HUD Office of Public and Indian Housing, Real Estate Assessment Center (PIC-REAC) measures the housing agency’s performance. • SEMAP (Section Eight Management Assessment Program) - measures the performance of the PHA’s administrating housing choice voucher program (Section 8 management) in 14 key areas. Waiting list applicants, rent reasonable, income verification, housing quality standards, correcting housing deficiencies, housing choice voucher accessibility other than minority or poverty concentration areas and payment standards, etc. The Section 8 Administrative Plan –is the administration of the Section 8 Program and the functions and responsibilities of the Housing Authority (HA) staff must be in compliance with the HA’s Personnel Policy and the Department of Housing and Urban Development’s (HUD) Section 8 Regulations as well as all Federal, State and local Fair Housing Laws and Regulations. • Annual and 5 year plan – The PHA Plan is a comprehensive guide to public housing agency (PHA) policies, programs, operations, home ownership and strategies for meeting local housing needs and goals. (Public participation – open meetings to discuss plans). There are two parts to the PHA Plan: the 5-Year Plan, which each PHA submits to HUD once every 5th PHA fiscal year, and the Annual Plan, which is submitted to HUD every year. • HUD implemented IT reform initiatives to improve governance, increase transparency and to create a leaner, more efficient Department. Lastly, HUD 2020 Management Reform Plan- Is to increase accountability in HUD’s programs and management reform efforts to ‘restore public trust” of its staff and programs. Scandals and mismanagement involved bad behavior where in HUD officials and local program participants abused public trust. HUD faces challenges consolidating and streamlining its operations, improve accountability and control of its programs and refocus and retain staff. Congress recognized HUD failures, both internal and external, threaten HUD to reinvent or die. HUD had failed to fulfill their initial goals: (1) increasing affordable housing and home ownership (2) reducing homelessness (3) promoting jobs and economic development (4) empowering people and communities (5) fighting for Fair Housing (6) restoring the public trust.
HUD 2020 Management Reform Plan was implemented to address these challenges and make progress towards its goal of becoming high performing organization. Reform in areas of human capital, the development of the a strategic planning process, enhancing its monitoring ability, improving information and financial management systems, improving contracting procedures and creating centralized entities, specifically an enforcement authority. The Department of Housing & Urban Development has not kept the pace with the changing environment therefore most of all HUD’s programs are under reform because of scandal and dishonesty. Every new administration implements change to improve HUD’s operations (HUD 2010).
DISCUSSION
It is important to define leadership for the clarity and understanding for the benefit of this leadership analysis paper. Leadership is the influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes, (Draft, 2011). Leadership is applicable to all aspects the development of teams, personal development, groups, organizations and the nation. The study of leadership involves leadership traits, behaviors, styles and management. Leadership and management are different however they both provide direction. Management is defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources (Draft, 2011). Management has subordinates, authoritarian, transactional style and work focus. A leader has followers, charisma, transformational style and people focus. To become an effective leader they must possess some skills in communication, self- confidence and values. In addition, these elements will help shape a leader to become effective on how to influence followers to achieve a vision different from the old paradigm that focus on control and stability. Burns wrote, “I define leadership as leaders inducing followers to act for certain goals that represent the values and the motivations- the wants and needs, the aspirations and expectations – of both leaders and followers.” Burns believed that leaders must have the great impact on “led” they must motivate followers with such appeal of a shared vision, inspire and satisfying high order needs.
HUD programs are federally regulated and their activities are heavily scrutinized by congressional committees, participants, public and the President. HUD programs are under reform operations, structures, programs and systems. Transformational leadership style influences the innovation and the effectiveness of the public organization supporting employee inclusion and participation sharing the same values (Draft, 2010). HUD [however] focus more on reforming programs (task orientated) which do not succeed without developing (people) employees; acknowledging that organizational leaders are key assets of public organization. “Attempts to achieve collaboration, empowerment and diversity in organizations may fail because the beliefs and thought processes of leaders as well as employees stuck in an old paradigm that values control, stability and homogeneity” (Draft, 2011). The key factor here is to differentiate between leading and managing – leaders need to be constantly reminded to go beyond management. In this context, leaders are significant power behind the progress and successful development of employees and the organizational strategy. According to Warren Bens, “management is doing things right”, “leadership is doing the right things”.
Another issue, HUD‘s bureaucratic organizational structures influenced authoritarian management styles, hierarchical authority and rules and regulations not functioning diplomatic or democratic. Leaders have the most power and authority in the rules, laws and regulations to reinforce their own leadership control in society. As a public sector organization, inclusion and participation is important to gain trust and effective communication internal- organizational and an external –environment perspective. This will increase efficiency and effectiveness and decrease bureaucratic structure.
A culture of distrust promotes secrecy and increases turnover rates and work conflicts among employees in the organization (Reece & Brandt, 1999). Leadership plays a critical role effectively communicating structural and organizational reforms to employees. Jobs were lost and position was demoted, the employees became unstable in the work environment that created a culture of uncertainty and vulnerability affecting their quality of work, customer service and trust in management. Trust in the public sector has long been recognized as a principal goal as well as a necessary means of effective and productive public sector management” (Choudbury, 2008). It is believed that a climate of trust, empowerment and communication in an organization is often associated with better customer service, delivery, high quality performance, employee loyalty. Leaders are responsible for outcomes and they must act as coaches (Draft, 2011). When employees feel valued and respected the impact of their work will bring positive outcomes in the success of the organization, stakeholders and customers. Effective communication will foster creativity, trust, motivation and innovative employees that will develop a greater commitment to the organizations objectives. Department of Housing and Urban Development is responsible for communicating with their employees, regional and local office across the United States, public, Congress, Board of Commissioners and the President. However, the majority of communication is established by rules and distributed to senior management and then communicated to lower end employees without any input or direction. HUD a public sector organization, the public and stakeholders are the last to know or will not ever know. Effective communication will enable employees, participants and the public to participate by asking questions, listening to others, learning across functional and hierarchal boundaries. Communication is essential to building trust and gaining a commitment to the vision (Draft, 2011) Communication can be used to inspire, motivate and influence, defining a purpose, see a vision and direction. Leaders must understand that effective communication is not about personal meetings, formal speeches or presentation; leaders must communicate in words and actions, everyday. Leaders can learn to transform their followers by increasing their awareness of (I) task importance and value (II) focus first on team or organizational goals rather than their own interest (III) activating their high-order needs (Bass, 1990). HUD’s mission and vision has changed since the process of the recent reform, HUD states “they would like to change the way they do business” (HUD 2009). HUD’s local and state offices has yet to catch up with the changes or the development of the new vision for the future from HUD national office on the behalf of program participants, organization and employees. An effective leader will have the ability to develop and sell a vision in order to create followers. Everyone is perplex and confused of what HUD’s mission and vision actually is plus too many reforms, rules change rapidly, downsizing number of employees and the department never declined which resulted to insufficient program and oversight (HUD 2009). Integrating transformational leadership development into the organization environment the employees will bring a positive impact on the development of the vision, their performance, create an atmosphere of change and the improvement of the organization culture. According to Bass,” Transformational leadership start with the development of a vision, a view of the future that will excite and convert potential followers.” “The vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions”. This would give the major players of the Housing and Urban Development the opportunity to change and develop their own personal leadership skills and styles to build relationships, vision and to empower the employees. “A transformational leader has to create trust and illustrate personal integrity that is a critical part of the package that they are selling; employees will buy into the vision”. The significant change in the organizations culture, employee performance, and raise human conduct and aspiration will have a transforming affect on both the leader and employees.
SOLUTIONS
HUD had been viewed by both its employees and external partners as lacking in its ability to provide or to fully support its mission.
“The bottom line is that we can’t help transform our communities if we don’t transform HUD. (Shaun Donavan, HUD Secretary, 2010). Over the years and presently HUD is in the process of reinventing itself to “the new ways of doing things” to increase transparency and improved service delivery. The principal staff must enhance their leadership capacity to lead in a public sector organization and retain a strategic role to enable civil society and stakeholders. “Effective leadership seeks synergy of ideals to enhance decision-making to create involvement and to ensure commitment” (Dr.Tag Mahgoub Ali, 2004). To allow civil society and stakeholders play their developmental roles in a constructive synergetic and sustainable manner. The need to adopt the human approach in all actions; not to just strengthen the minds of followers and appreciating their contributions; to pay attention to people and treating them with dignity and respect. The principal staff must transform themselves first improving their leadership style; display honesty, ensure participative governance and effectively communicate with the public, stakeholders and employees. Have a high degree of self-confidence and cope with stressful situations, people skills, charismatic and have a love for people and the organization. In addition, ensure accountability with HUD field state and
local offices around the United States. Leaders formulate values not just speak about them but enforce them; believe in fairness and justice for everyone. “ As a leader, you can act like a transformal leader by rallying people around an inspiring vision, expressing optimism about the future helping followers develop their potential, and empowering people to make change happen”(Draft, 2011).
RECOMMENDATIONS
As stated throughout this paper, HUD had made several attempts over the years to reform their programs and activities. However, after researching HUD, their transformation objectives are repetitious in different wording. HUD recent transformation goal are just words on paper, worthless and meaningless, goals and mission statements. HUD had to endure deep cuts because of the economic crisis and do not have the financial resources to obtain the staffing to monitor HUD programs and activities nationally. Therefore it is impossible for HUD to follow through what their FYI strategic plans (2010-2015) (as well the public housing authorities) to move forward to reinvent themselves. “As a leader you can put ethical values in to action and set the example you want to live by. You can resist the pressures to act unethically just to avoid criticism or achieve short-term gains” (Draft, 2011). To be an effective leader you must have self confidence, integrity and values. HUD must change from the old paradigm of dishonesty, scandal, selfish and greed to the new paradigm of values, morals and integrity.
In conclusion, this leadership analysis paper had viewed HUD’s current leadership traits, behavior and styles that represented dishonesty and deception. HUD has not been a successful organization for several years because of scandals, misappropriations and dishonesty. On paper HUD has good ideals in their transforming plans to improve the organizations culture, communication, employee relations and performance, initiatives to regain public trust, IT and administrative framework. However, Congress and civil society had lost trust due to the lack of sound leadership. The public do not believe they had improved their performance to service the American people with affordable housing, homeownership and economic opportunities.
References
Ali, Dr. T.E (2004). The Role of Public Sector Leadership Fostering Socio-Economic and
Political Development in Africa. Retrieved June 2, 2011 from
http://unpan.un.org/intradoc
Burns, James MacGregor (1978). Leadership. N.Y.: Harper and Row. Retrieved on May 20,
2011 from http://leadership.au.af.mil/documents/homrig.htm
Choudbury, E. (2008). Trust in administration: An integrative approach to optimal trust.
Administrative & Society, 40(6), 586-620.
Draft. R. (2011). The leadership experience: 2010 custom edition (5th ed.). Mason, OH.
Thomson- South – Western – Cengage Learning.
HUD Strategic Plan FY 2010-2015. Retrieved June 3, 2011 from http://www.hud.gov
Bass, B. M (1985). Leadership and performance beyond expectation. New York: Free Press.
Reece, B. & Brandt, R. (1999). Effective human relations in organizations (7th Ed.). New York:
Houghton Mifflin Co.
Riggo, R.E. (2009). Are you a transformational leader? Psychology Today. Retrieved. May 18,
2011 from http://. Blogs. Psychology today.com/cutting –edge –leadership/200903
Wart, M.V. (2003). Public Sector Leadership Theory: An Assessment. Texas Tech University.
Public Administration Review. Vol. 63, No.2. Retrieved. May 18, 2011, from http://
faculty.maxwell.sur.edu/O’Leary.
HUD (Housing & Urban Development) Leadership Analysis
Merceda D. Gooding
Section 8 voucher participant & Advocate
June 3, 2011
ABSTRACT
This study examines the U.S. Housing & Urban Development leadership (HUD) and provides an analysis on how to improve HUD’s strategic vision, administrative framework, employee, civil society and participants relations and culture environment. Over the years there have been major reforms at the US Department of Housing and Urban Development because of scandals, misappropriations and distrust that have been costly and unsuccessful. HUD is a public sector …show more content…
organization functioning autocratic leadership style not diplomatic and democratic. Even though, HUD is reinventing itself, it is a major issue with effective leadership at
HUD. This paper will indentify the inadequacies, distrust issues and challenges faced from the
HUD’s principal leadership officials and suggestions on how they can improve to transform their leadership roles and styles in a bureaucratic environment.
INTRODUCTION
HUD (U.S. Housing & Urban Development) Leadership Analysis
HUD (United States Housing & Urban Development) was established as a Cabinet Department by the Department of Housing and Urban Development Act in 1965.
As the principal federal agency responsible for the improvement and development of America’s housing and communities, HUD’s programs include: providing mortgage insurance to help individuals and families become homeowners; development rehabilitation and modernization of the nation’s public and Indian housing stock; development of HUD-insured multifamily housing; development, improvement and revitalization of America’s urban centers and neighborhoods; providing rental subsidies to lower-income families to help them obtain affordable housing, and the enforcement of Federal Fair Housing laws (HUD, …show more content…
2010).
The major players of the Housing and Urban Development (HUD):
Secretary- Shaun Donavan Deputy Secretary – Ron Simms
Assist. Secretary Community & Planning Development - Mercedes Marquez
Secretary for Policy, Development & Research - Raphael Bostic
Assistant Secretary for Congressional and Intergovernmental Relations - Deter Kovar
Assist. Secretary for Public and Indian Housing - Sandra B. Hernanquez
Assistant Secretary for Fair Housing & Equal Opportunity - John Trasvina
Acting Assistant Secretary Housing/Federal Housing Commissioner - Bob Ryan
General Deputy Assistant Secretary for Public Affairs - Neill Mc G. Coleman
PROBLEM STATEMENT United States Housing & Urban Development (HUD) main headquarters is located in Washington, D.C. Under the national HUD’s umbrella is the regional state and local offices located in every state and municipality in the United States. The organization is governed by the legislation, federal housing laws and regulations to operate their programs, service and products for subsidized citizens, homeless, low and moderate income persons with affordable housing. The organization has critical problems and complexity challenges with mismanagement, resistance to change, misuse of policies, lack of transparency and accountability. The bureaucratic organizational structure fosters authoritarian and autocratic management styles, control, hierarchical authority, and bureaucratic routines, internal and external conflicts that caused a lack of communication resulting in devastation relations between the local, state, national HUD offices with citizens, advocacy groups and staff.
HUD’s principal leadership lacks human skills communicating or interacting with employees (local and state), citizens and participants. They lack a shared vision, strong belief in rules in every decision making process, and have strict constraints of control over the employees that is causing a low morale with uncertainty and vulnerability that is affecting the culture work environment. These actions caused the citizens, employees and participants to weaken trust in federal government institutions causing an erosion of confidence while HUD face “good governance” challenges.
BACKGROUND
HUD (U.S. Department Housing & Urban Development) is a public sector organization that is experiencing challenges of “a shared power” environment that demands effective leadership providing higher quality and more efficient goods and services. Over the years, HUD has made several attempts to transform their organization; customer service, rules and policies, structure and programs with the absence of strong, developed efficient and effective leadership. This leadership analysis research paper will describe the HUD’s current operations, administrative framework and indentifying their leadership performance: • Trust, values and morale • Employee motivation • Effective Communication • Vision and Strategies • Culture environment (bureaucratic) In conclusion, this leadership analysis paper will suggest how HUD can improve to transform their organization with effective leadership; strategic vision, reshape values, participatory-decision making and a muscle to pursue excellent leadership that has the capacity to deliver. HUD was created under the U.S. Housing Act in 1934 signed by President Franklin Roosevelt during the Great Depression. Over the years, the U.S. Government strives to transform HUD to be more efficient, effective and accountable. In 1965, under the Department of Housing & Urban Development Act, HUD has become a cabinet level agency over 8,000 employees at their national headquarters located in Washington, D.C. In addition, HUD has regional and local offices located in each state and municipality all over the United States. HUD is a federal agency responsible for national policy and programs that address Americans housing needs, improve and develop communities and enforce fair housing laws. HUD business is to create a decent home and suitable living environment for all Americans, (II) provide mortgage insurance to helped individuals and families to become homeowners, (III) develop, rehab and modernize the nation’s public and Indian housing stock, (IV) development of HUD –insured multifamily housing (V) develop, improve and revitalize America’s urban centers and neighborhoods (VI) provide rental subsidies to low-income families, to help them obtain affordable housing and the enforcement of federal housing laws (VII) and promote self-sufficiency programs (Section 3), training, and educational opportunities to low-income individuals to become independent achieving the American dream. HUD’s current methods, plans and assessments to measure their performance: • PHAS (Public Housing Assessment System) - evaluates the PHA’s (Public Housing Authority) physical condition, financial condition, management operations, resident program and satisfaction. RASS (Resident Satisfaction Survey) - is a part of PHAS assessment. HUD Office of Public and Indian Housing, Real Estate Assessment Center (PIC-REAC) measures the housing agency’s performance. • SEMAP (Section Eight Management Assessment Program) - measures the performance of the PHA’s administrating housing choice voucher program (Section 8 management) in 14 key areas. Waiting list applicants, rent reasonable, income verification, housing quality standards, correcting housing deficiencies, housing choice voucher accessibility other than minority or poverty concentration areas and payment standards, etc. The Section 8 Administrative Plan –is the administration of the Section 8 Program and the functions and responsibilities of the Housing Authority (HA) staff must be in compliance with the HA’s Personnel Policy and the Department of Housing and Urban Development’s (HUD) Section 8 Regulations as well as all Federal, State and local Fair Housing Laws and Regulations. • Annual and 5 year plan – The PHA Plan is a comprehensive guide to public housing agency (PHA) policies, programs, operations, home ownership and strategies for meeting local housing needs and goals. (Public participation – open meetings to discuss plans). There are two parts to the PHA Plan: the 5-Year Plan, which each PHA submits to HUD once every 5th PHA fiscal year, and the Annual Plan, which is submitted to HUD every year. • HUD implemented IT reform initiatives to improve governance, increase transparency and to create a leaner, more efficient Department. Lastly, HUD 2020 Management Reform Plan- Is to increase accountability in HUD’s programs and management reform efforts to ‘restore public trust” of its staff and programs. Scandals and mismanagement involved bad behavior where in HUD officials and local program participants abused public trust. HUD faces challenges consolidating and streamlining its operations, improve accountability and control of its programs and refocus and retain staff. Congress recognized HUD failures, both internal and external, threaten HUD to reinvent or die. HUD had failed to fulfill their initial goals: (1) increasing affordable housing and home ownership (2) reducing homelessness (3) promoting jobs and economic development (4) empowering people and communities (5) fighting for Fair Housing (6) restoring the public trust.
HUD 2020 Management Reform Plan was implemented to address these challenges and make progress towards its goal of becoming high performing organization. Reform in areas of human capital, the development of the a strategic planning process, enhancing its monitoring ability, improving information and financial management systems, improving contracting procedures and creating centralized entities, specifically an enforcement authority. The Department of Housing & Urban Development has not kept the pace with the changing environment therefore most of all HUD’s programs are under reform because of scandal and dishonesty. Every new administration implements change to improve HUD’s operations (HUD 2010).
DISCUSSION
It is important to define leadership for the clarity and understanding for the benefit of this leadership analysis paper. Leadership is the influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes, (Draft, 2011). Leadership is applicable to all aspects the development of teams, personal development, groups, organizations and the nation. The study of leadership involves leadership traits, behaviors, styles and management. Leadership and management are different however they both provide direction. Management is defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources (Draft, 2011). Management has subordinates, authoritarian, transactional style and work focus. A leader has followers, charisma, transformational style and people focus. To become an effective leader they must possess some skills in communication, self- confidence and values. In addition, these elements will help shape a leader to become effective on how to influence followers to achieve a vision different from the old paradigm that focus on control and stability. Burns wrote, “I define leadership as leaders inducing followers to act for certain goals that represent the values and the motivations- the wants and needs, the aspirations and expectations – of both leaders and followers.” Burns believed that leaders must have the great impact on “led” they must motivate followers with such appeal of a shared vision, inspire and satisfying high order needs.
HUD programs are federally regulated and their activities are heavily scrutinized by congressional committees, participants, public and the President. HUD programs are under reform operations, structures, programs and systems. Transformational leadership style influences the innovation and the effectiveness of the public organization supporting employee inclusion and participation sharing the same values (Draft, 2010). HUD [however] focus more on reforming programs (task orientated) which do not succeed without developing (people) employees; acknowledging that organizational leaders are key assets of public organization. “Attempts to achieve collaboration, empowerment and diversity in organizations may fail because the beliefs and thought processes of leaders as well as employees stuck in an old paradigm that values control, stability and homogeneity” (Draft, 2011). The key factor here is to differentiate between leading and managing – leaders need to be constantly reminded to go beyond management. In this context, leaders are significant power behind the progress and successful development of employees and the organizational strategy. According to Warren Bens, “management is doing things right”, “leadership is doing the right things”.
Another issue, HUD‘s bureaucratic organizational structures influenced authoritarian management styles, hierarchical authority and rules and regulations not functioning diplomatic or democratic. Leaders have the most power and authority in the rules, laws and regulations to reinforce their own leadership control in society. As a public sector organization, inclusion and participation is important to gain trust and effective communication internal- organizational and an external –environment perspective. This will increase efficiency and effectiveness and decrease bureaucratic structure.
A culture of distrust promotes secrecy and increases turnover rates and work conflicts among employees in the organization (Reece & Brandt, 1999). Leadership plays a critical role effectively communicating structural and organizational reforms to employees. Jobs were lost and position was demoted, the employees became unstable in the work environment that created a culture of uncertainty and vulnerability affecting their quality of work, customer service and trust in management. Trust in the public sector has long been recognized as a principal goal as well as a necessary means of effective and productive public sector management” (Choudbury, 2008). It is believed that a climate of trust, empowerment and communication in an organization is often associated with better customer service, delivery, high quality performance, employee loyalty. Leaders are responsible for outcomes and they must act as coaches (Draft, 2011). When employees feel valued and respected the impact of their work will bring positive outcomes in the success of the organization, stakeholders and customers. Effective communication will foster creativity, trust, motivation and innovative employees that will develop a greater commitment to the organizations objectives. Department of Housing and Urban Development is responsible for communicating with their employees, regional and local office across the United States, public, Congress, Board of Commissioners and the President. However, the majority of communication is established by rules and distributed to senior management and then communicated to lower end employees without any input or direction. HUD a public sector organization, the public and stakeholders are the last to know or will not ever know. Effective communication will enable employees, participants and the public to participate by asking questions, listening to others, learning across functional and hierarchal boundaries. Communication is essential to building trust and gaining a commitment to the vision (Draft, 2011) Communication can be used to inspire, motivate and influence, defining a purpose, see a vision and direction. Leaders must understand that effective communication is not about personal meetings, formal speeches or presentation; leaders must communicate in words and actions, everyday. Leaders can learn to transform their followers by increasing their awareness of (I) task importance and value (II) focus first on team or organizational goals rather than their own interest (III) activating their high-order needs (Bass, 1990). HUD’s mission and vision has changed since the process of the recent reform, HUD states “they would like to change the way they do business” (HUD 2009). HUD’s local and state offices has yet to catch up with the changes or the development of the new vision for the future from HUD national office on the behalf of program participants, organization and employees. An effective leader will have the ability to develop and sell a vision in order to create followers. Everyone is perplex and confused of what HUD’s mission and vision actually is plus too many reforms, rules change rapidly, downsizing number of employees and the department never declined which resulted to insufficient program and oversight (HUD 2009). Integrating transformational leadership development into the organization environment the employees will bring a positive impact on the development of the vision, their performance, create an atmosphere of change and the improvement of the organization culture. According to Bass,” Transformational leadership start with the development of a vision, a view of the future that will excite and convert potential followers.” “The vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions”. This would give the major players of the Housing and Urban Development the opportunity to change and develop their own personal leadership skills and styles to build relationships, vision and to empower the employees. “A transformational leader has to create trust and illustrate personal integrity that is a critical part of the package that they are selling; employees will buy into the vision”. The significant change in the organizations culture, employee performance, and raise human conduct and aspiration will have a transforming affect on both the leader and employees.
SOLUTIONS
HUD had been viewed by both its employees and external partners as lacking in its ability to provide or to fully support its mission.
“The bottom line is that we can’t help transform our communities if we don’t transform HUD. (Shaun Donavan, HUD Secretary, 2010). Over the years and presently HUD is in the process of reinventing itself to “the new ways of doing things” to increase transparency and improved service delivery. The principal staff must enhance their leadership capacity to lead in a public sector organization and retain a strategic role to enable civil society and stakeholders. “Effective leadership seeks synergy of ideals to enhance decision-making to create involvement and to ensure commitment” (Dr.Tag Mahgoub Ali, 2004). To allow civil society and stakeholders play their developmental roles in a constructive synergetic and sustainable manner. The need to adopt the human approach in all actions; not to just strengthen the minds of followers and appreciating their contributions; to pay attention to people and treating them with dignity and respect. The principal staff must transform themselves first improving their leadership style; display honesty, ensure participative governance and effectively communicate with the public, stakeholders and employees. Have a high degree of self-confidence and cope with stressful situations, people skills, charismatic and have a love for people and the organization. In addition, ensure accountability with HUD field state and
local offices around the United States. Leaders formulate values not just speak about them but enforce them; believe in fairness and justice for everyone. “ As a leader, you can act like a transformal leader by rallying people around an inspiring vision, expressing optimism about the future helping followers develop their potential, and empowering people to make change happen”(Draft, 2011).
RECOMMENDATIONS
As stated throughout this paper, HUD had made several attempts over the years to reform their programs and activities. However, after researching HUD, their transformation objectives are repetitious in different wording. HUD recent transformation goal are just words on paper, worthless and meaningless, goals and mission statements. HUD had to endure deep cuts because of the economic crisis and do not have the financial resources to obtain the staffing to monitor HUD programs and activities nationally. Therefore it is impossible for HUD to follow through what their FYI strategic plans (2010-2015) (as well the public housing authorities) to move forward to reinvent themselves. “As a leader you can put ethical values in to action and set the example you want to live by. You can resist the pressures to act unethically just to avoid criticism or achieve short-term gains” (Draft, 2011). To be an effective leader you must have self confidence, integrity and values. HUD must change from the old paradigm of dishonesty, scandal, selfish and greed to the new paradigm of values, morals and integrity.
In conclusion, this leadership analysis paper had viewed HUD’s current leadership traits, behavior and styles that represented dishonesty and deception. HUD has not been a successful organization for several years because of scandals, misappropriations and dishonesty. On paper HUD has good ideals in their transforming plans to improve the organizations culture, communication, employee relations and performance, initiatives to regain public trust, IT and administrative framework. However, Congress and civil society had lost trust due to the lack of sound leadership. The public do not believe they had improved their performance to service the American people with affordable housing, homeownership and economic opportunities.
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