Analysis Boston Housing Systematic Problem

Introduction

Accountability is one of the most important attributes required for exceptional leadership in a variety of companies. Yet, examples of office mismanagement due to a lack of culpability have considerably increased in recent years. As a result, various studies have been provided in order to provide additional insight into legal responsibility and the causes of the rise in unaccountability situations. Analyzing the Boston Globe article on various housing directors and their official responsibilities in relation to answerability is thus vital in confirming the reason of these situations in this discussion. Examining Easton’s former housing director, her case can be associated with her being unscrupulous and also lack of proper management that failed to conduct an audit before allowing Susan Horner to resign. Being a director and having a role in guiding other housing officials meant that Susan had the responsibility of being a good leader and a role model to the rest of the staff. For an ethical and morally upright individual, sending flirtatious email to different men would not have been experienced as discussed by (Piccolo). Hence concluding that Susan was an unscrupulous individual is factual. On the other hand, it can be inferred that the association had poor management systems of checks and balances since if they had a network of regular and frequent inspection of the housing director’s activities and performances, the organization would have realized Susan’s mismanagement of office way earlier before she resigned. Thus, the management systems and persons responsible failed in their responsibilities.

The Case of Winchester Housing Director

The case of Winchester housing director is also a crucial one as according to (Murphy and Allen) in understanding accountability. In the contemporary world, having more than one job has become a standard trend. The same instance faced Joseph Lally, Winchester’s housing director. As much as the law ordered for his work to be audited, the organization was content with Lally’s performance in the company despite his absence from the firm regularly. For this case, it can, therefore, be inferred that this is a systematic problem that many governmental offices have embraced and it is a threat to accountability. The institute itself protected Lally; an indication that the challenge has gained access to many firms and its future repercussions are unseen.

Analyzing Peabody’s Former Director

Finally, analyzing Peabody’s former director, Frank Splaine, gives more information on how organizations no longer value accountability. The director often spent his work hours in bars and social places but still had the privilege of receiving his salary for five months without the authorities taking the initiative to make an audit of his work. Evidently, this instance further supports the fact that the present governmental offices are facing the accountability problem. The office holders are rarely achieving their goals, but still, institutions are content with such individuals in position. This trend is hazardous and bound to affect organizational productivity eventually.

Conclusion

The discussion has given adequate information on various instances presented in the Boston Globe article concerning accountability. It is therefore clear that many firms have shunned liability to the extent of allowing unscrupulous and irresponsible individuals to hold housing directors’ offices. Moreover, companies have become lenient in administering accountability by even defending the officials jeopardizing the success of their organizations. It is thus high time that leadership systems understood the value of responsibility so that cases such as those in the Boston Globe will be minimized as they will eventually have adverse effects to the affected institutions in future.

Works Cited

Murphy, Sean and Scott Allen. “Barely supervised, some housing chiefs stray badly.” The Boston Globe 14 October 2012. http://www.bostonglobe.com/metro/2012/10/13/from-chelsea-springfield-massachusetts-public-housing-chiefs-face-little-accountability/vnPrMpJxSdZbMEsK03aZWL/story.html

Piccolo, Ronald. “The relationship between ethical leadership and core job characteristics.” Journal of Organizational Behavior (2010): 259-278. https://www.google.com/search?q=Piccolo%2C+Ronald+F.%2C+et+al.+%22The+relationship+between+ethical+leadership+and+core+job+characteristics.%22+Journal+of+Organizational+Behavior+31.2%E2%80%903+%282010%29%3A+259-278.&ie=utf-8&oe=utf-8