TNAG-0812-FCO40-1017-Allegations-of-bribery-and-corruption-in-Hong-Kong-1978 — Page 124

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present in the process of disappearing; what is far more important is the attitudes that are required for the future.

6.21 There are certain attitudes that must be positively encouraged as their

recognition, acceptance and cultivation will lead to more consistent practice of accountability; they are derived from recognition of the need for

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moral

Projection of strong and positive leadership;

Motivation of staff;

.3 The fostering of a higher standard of integrity.

These attitudes are by no means new, nor can they exist in watertight compartments. What is needed is not merely a re-statement of the desirability of these attitudes but a conscious effort to cultivate them at all levels of Government.

6.22 Fundamental to the problem of projecting positive leadership is the

example set by the top official in every organisation. He sets the pace and character of an organisation and whatever style of leadership he adopts, there is a strong likelihood that it will be followed at lower levels. The value of senior officers getting out and about, of "reaching down", into their sphere of responsibility and amongst their staff cannot be over-estimated and ways and means must be devised to enable senior officers to spend more time away from their desks. Reliance cannot be entirely placed on control by means of reports, returns, statistics, files and formal meetings. A manager who gets out and about will not only be in a better position to stop major problems developing because he keeps abreast of the actual situation on the ground, but equally important, the frequent sight of a manager at the scene of operations is construed by junior staff as a show of interest and concern. It provides opportunities for junior staff to discuss with their managers problems encountered in the field and grievances, if any, can be aired.

6.23 Almost without exception senior officers gave the impression that they

would like to be able to make more visits to operational areas but claim they are unable to do so because they are over-worked at their own desks. When they do get out they regard such visits as an important means of keeping abreast, as best they can, of the situation on the ground. It is significant, however, that few senior officers recognised the value of visits to operational areas as a means of projection of leadership. Even fewer explained that they value such visits as a means of showing concern and interest in junior staff. It seems that a doctrine needs developing which will encourage senior staff to view such visits as a fundamental and positive part of their management responsibilities. The basic tenets would include :

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that such visits are seen as a projection of leadership, of care and concern for staff;

that to be regarded as a worthy leader, a manager must be scen to accept that just as much as he is accountable to his senior officers, he is in a sense accountable to his junior officers; he should be prepared to explain his decisions, when appropriate, to junior staff and develop systems to ensure that he and his senior officers can be approached by the staff.

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