On Ethics in Governance
Kathlyn L. Reed, PhD, OTR, FAOTA, MLIS,
Chair, Ethics Commission
Introduction
Ethics in governance is about the qualities of leadership and the values expressed by the leaders themselves. Leaders set the tone and character of the organization of which they are stewards. Values are a core set of beliefs that guide actions. Ethics are derived from and based on a particular code of values (Campbell, 2003). Occupational therapy leaders are guided by the core values of the profession (American Occupational Therapy Association [AOTA], 1993).
The Issues
Leaders in volunteer organizations, such as a professional association, are frequently faced with expectations by members to increase performance of the organization but also are faced with limited resources and options. There are pressures to maintain or expand existing programs, membership benefits, and ideals while at the same time to change, be innovative, be creative, and be different (Merrill Associates, 2002). Leadership training to deal effectively with membership expectations often is learned in the course of performing the leadership role. The result may be ethical dilemmas and tough choices for the volunteer or elected leaders that challenge the profession’s core values and beliefs. Dilemmas may evolve from conflicts of interest, conflict of commitment (i.e., accepting additional roles that have a negative impact on the ability to meet current responsibilities), and/or misunderstanding one’s fiduciary responsibility.
The values in leadership are similar to the values in practice. These values are trustworthiness, respect, responsibility, fairness, caring, and citizenship (Seel, 1996). The six values are based in part on the six pillars of character developed by the Josephson Institute for Ethics (2007). Trustworthiness includes “integrity, honesty, reliability, and loyalty” (Josephson Institute for Ethics, 2007, para. 7). Respect includes dignity, tolerance, acceptance, nonviolence, and courtesy. Responsibility includes duty, accountability, pursuit of excellence, and self-control. Fairness includes justice, impartiality, and openness. Caring includes concern for others and altruism. Citizenship includes doing your share and respecting authority. These six values are consistent with the core values of the American Occupational Therapy Association (AOTA, 1993, pp. 1085–1086): altruism, equality, freedom, justice, dignity, truth, and prudence.
Discussion
These leadership values also are expressed and covered in the Occupational Therapy Code of Ethics (2005) (AOTA, 2005). They are illustrated in this document for clarity. Trustworthiness is part of Veracity (Principle 6) and is supported by Fidelity (Principle 7). Respect is supported by Fidelity (Principle 7) and Autonomy/Confidentiality (Principle 3). Responsibility relates to Duty (Principle 4). Fairness is of Procedural Justice (Principle 5). Caring is part of Beneficence (Principle 1) and Nonmaleficence (Principle 2). Citizenship involves all seven Principles. In addition, Guidelines to the Occupational Therapy Code of Ethics 1.1 (leadership roles and honesty), 6.5 (conflict of interest), and 10.3 (resolving ethical issues in professional organizations) (AOTA, 2006) also are relevant.
Leaders need to constantly monitor their behavior to avoid the perception of seeking secondary gains from their position. For example, one situation in which the ethical conduct of leaders can be challenged is when they are called on to speak to members at local or state meetings and to represent AOTA at other organizational events. The content of their presentations and the conduct during their representations reflects directly on the reputation of the Association. Therefore, a volunteer who is in an AOTA leadership role must avoid projecting personal opinions or promoting his or her employer or policies that would benefit his or her employer. Following the principles of ethical conduct and good leadership provides a sound guidance toward ensuring that AOTA will continue to be well respected and maintain its good reputation with both its members and outside groups.
Some examples of the ethical values in application may include the following statements adapted from the American Heart Association (AHA) (2006) and Josephson Institute (2007):
- Be honest and truthful in personal conduct related to Association business, including the “handling of actual or apparent conflicts of interest between personal and professional relationships” (AHA, 2006, para.11). (Trustworthiness)
- Be loyal to the Association and committed to maintaining its good reputation. (Trustworthiness)
- Treat members of the Association, fellow volunteers, and employees, with good manners and with tolerance for differences. (Respect)
- Resolve disagreements without resorting to anger and insults. (Respect)
- “Comply with all applicable government laws, rules, and regulations” (AHA, 2006, para. 11). (Responsibility)
- “Protect and ensure the proper use of” (AHA, 2006, para. 11) Association assets. (Responsibility)
- Be open-minded and listen to what others (members, fellow volunteers, and employees) have to say. (Fairness)
- Do not take advantage of others or blame others carelessly. (Fairness)
- Provide Association members “with information that is accurate … objective, relevant, timely, and understandable” (AHA, 2006, para. 11). (Caring)
- “Proactively promote ethical behavior” (AHA, 2006, para. 11) among Association members, fellow volunteers, and employees. (Caring)
- Complete assigned tasks on time and perform to the best of personal ability. (Citizenship)
- Stay informed on topics of interest and concern to the Association and its members. (Citizenship)
- Cooperate with others to accomplish the goals and objectives of the Association and its members. (Citizenship)
- Be accountable for personal behavior and actions at all times. (Citizenship)
Summary
Ethical behavior in governance is based on the same principles as the expected ethical conduct of all AOTA members. However, volunteer and elected leaders have accepted, by virtue of their position, additional responsibilities within the Association. These responsibilities include behaviors that require a higher level of ethical conduct than members without such responsibilities. The welfare and well-being of AOTA must remain the number one concern of all leaders involved in Association governance. Adherence to the AOTA Occupational Therapy Code of Ethics and the values on which the Code is based provides a sound approach to ensuring that AOTA will remain a vital force and voice in expressing the goals and objectives of the profession.
References and Resources
American Heart Association. (2006). Ethics policy. Retrieved February 1, 2007, from http://www.americanheart.org/presenter.jhtml?identifier=3023721
American Occupational Therapy Association. (1993). Core values and attitudes of occupational therapy practice. American Journal of Occupational Therapy, 47,
1085–1086.
American Occupational Therapy Association. (2005). Occupational therapy code of ethics (2005). American Journal of Occupational Therapy, 59, 639–642.
American Occupational Therapy Association. (2006). Guidelines to the occupational therapy code of ethics. American Journal of Occupational Therapy, 60, 652–658.
Campbell, K. H. (2003). Ethics today: Personal, practical, and relevant. The Connection
(Fall/Winter). Retrieved September 13, 2006, from www.casanet.org/
Josephson Institute for Ethics. (2007). The six pillars of character. Retrieved May 14, 2007, from http://www.josephsoninstitute.org/MED/MED-2sixpillars.htm
Merrill Associates. (2002). Topic of the month: April 2002. Retrieved September 13, 2006, from www.merrillassociates.net
Seel, K. (1996). The new AVA statement of professional ethics in volunteer administration. Journal of Volunteer Administration, 14(2), 33–38.