Read the attached and answer the question:Question - Why do people in leadership positions sometimes fail to takeresponsibility for their past actions often in the face of damning criticism? Leadership: Collective Failure across Several AgenciesThe This case illustrates leadership failure in public service organizations. InAugust 2014 an independent report into child sexual abuse in Rotherham, England,revealed that 1,400 children had been victims of organized sexual violence and abuseover a 15-year period and raised the most serious concerns about leadership in thelocal council and the behaviour of the regional police force (Hay, 2014).The revelations were not new. Back in 2002, it was claimed that senior staffat Rotherham council sanctioned a 'raid' on one of its own offices to locate andremove files containing details of the scale and seriousness of the abuse. Thishappened after council staff realized that a draft report investigating abuseallegations was about to reveal evidence of a widespread system of abuse. Therewere strong suspicions that the removal of case reports (detailed investigations intospecific abuse cases) was an outcome of collusion and cover-up. Furthermore,investigations in 2002, 2003 and 2006 made by front-line youth workers weresuppressed or ignored by people in leadership positions. Rotherham council had triedto prevent the publication of a 2010 report into the murder of a 17 year-old girl; eventaking the case unsuccessfully to the High Court.In the years covered by the case it was claimed that 'community leaders' inRotherham knew about the scale of abuse but were unable to stop it. After the highlycritical report came out in 2014 the government ordered inspections of children'sservices in the town. The Independent Police Complaints Commission said that thereport's findings raised 'serious and troubling concerns' about the involvement ofthe police in the scandal. The regional police and crime commissioner (a new role supposedly created to oversee the police and ensure they are answerable to the localcommunity) had previously had a position of responsibility for children's and youngpeople's services in Rotherham council. It was reported that council workers hadbeen reluctant to pursue repeated claims of abuse and violence because they werescared of being seen as racist and of damaging ‘community cohesion'. Suppressionand disregard of evidence was aggravated by political sensitivities. Some councilworkers clearly believed that revelations could attract the attention of extremistpolitical groups. Political tensions in the local region skirted around a 'politicallyinconvenient truth' that people in leadership roles were keen to hide.This distressing case draws attention to the interplay between leadership,culture and politics across a range of organizations and agencies. The official report(Hay, 2014) concludes that over the 12 years covered by the enquiry, 'the collectivefailures of political and officer leadership were blatant' (p. 1) and that, 'it is hard tobelieve that any senior officers or members [of Council] from the leader and ChiefExecutive downwards, were not aware of the issue. Most members showed littleobvious leadership or interest in CSE [child sexual exploitation] ...' (p. 101).It is perhaps relevant to this case that from 1997 there had been five chiefexecutives of the council plus one acting chief executive and there had also beenregular staff turnover in a 'director of safeguarding' role. Responding to questioningduring the inquiry, former chief executives claimed that their ‘overriding priority'had been economic regeneration; which might indicate that other problems, even ofthe most serious kind, were given a lower priority. Organization culture also fuelledthis particular fire. Some senior councillors were described as aggressive andintimidating and the 'overall culture' was described as 'macho' and sexist to the

The case of collective failure in Rotherham, England, highlights the detrimental effects of poor…

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Read the attached and answer the question: Question - Why do people in leadership positions sometimes fail to take responsibility for their past actions often in the face of damning criticism?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter15: Leadership

Section: Chapter Questions

Problem 2EE

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