Redefining Morally Conscious Decision-Making for the Public Sector: A Theoretical Analysis

Abstract

This paper proposes a conceptual definition of morally conscious decision-making as “cognizant processing of an actor’s core values setting aside self-interest when presented with a dilemma.” Using moral phenomenology, Deweyan pragmatism, and piecing together previous works on decision-making, we develop a definitional framework that makes a case for specified and refined scopes of our understanding of morality and ethics in public administration. We then decompartmentalize this framework to demonstrate the validity, benefits, purpose, and consequences of decision-making that is morally conscious. We propose critical thinking and situational awareness as required skills for the application of the proposed framework. Ultimately, morally conscious decision-making is a way for public administration to better activate a response to growing demands for increased accountability and just leadership.

The impact of public leadership on collaborative administration and public health delivery

“…Effective public sector executives, according to some scholars, are less materialistic, open and mindful and more participative rather than directive [ 59 – 61 ]. These public sector executives played pivotal role in policy implementation through public leaders behaviors.…”