Abstract
Purpose. The purpose of this qualitative study was to identify the factors that contribute to unethical decision-making practices by administrators in the field of social welfare. The study was designed to aid in understanding the challenges social welfare administrators face and the impact these challenges can have on their leadership and the safety, permanency, and well-being of children in foster care. Methodology. Using a phenomenological approach, this qualitative study examined the lived experiences of 8 social welfare administrators serving in private foster family agencies in Los Angeles and Orange Counties, focusing on factors that contribute to unethical decision making. The data were gathered from a series of questions used in face-to-face individual interviews. Findings. The 9 themes that emerged from the data described the participants' lived experiences and perceptions of the factors that contribute to unethical decision making. The themes included (a) NASW core values, (b) personal and religious values, (c) positive outcomes for children, (d) role conflict, (e) support from supervisors and colleagues, (f) the need and desire for support regarding decision making, (g) compliance with regulatory agencies, (h) pressure to generate profit, and (i) stress. All 9 themes were represented in responses with a minimum of 6 out of the 8 participants. Conclusions. Critical to this study was the identification of organizational factors that impede ethical decision making and the effects these factors have on social welfare administrators. The participants also expressed the desire to receive consistent decisionmaking support and staff training and development on decision making to enhance their leadership skills. Recommendations. This study can open up the avenues of communication between social welfare administrators and their supervisors. It can also build productive supervision support for administrators to face challenges, consider alternatives, make effective decisions, and increase the level of services they provide. Administrators in this study identified training and development needs for social welfare administrators in the areas of decision making, staff support, and organizational leadership.