Engineer “A” was one of several consultants asked to submit proposals for a feasibility study for a deep-water bulk-loading facility on the client’s site. To increase the chances of getting the assignment, Engineer A submitted a proposal with a very low fee, which was about half the realistic fee for the work. The reasoning behind the low fee was that the consultant who got the feasibility study would be better placed to win the subsequent – and far more lucrative—design competition (providing, of course, that the client decided to go ahead with the proposed facility). Engineer “A” won the contract for the feasibility study and found that the study required far more time and expense than originally envisioned. The contract payments covered only about 40 percent of the actual costs. However, the most depressing part was that Engineer A’s study revealed that •Soil conditions would require very deep piles to support the massive quay-side equipment; •Railway links and highway connections were far from the site; •The harbour did not have enough depth for bulk carriers without dredging; and •Prevailing winds and wave action would cause constant problems for ships waiting to moor. In other words, it really was not economically feasible to construct the bulk-loading facility on the site, and Engineer A’s final report explained this fact. Engineer A had spent several months on a project that had cost money to complete. Question: Was Engineer A’s behaviour ethical Explain your answer? Statement of the Case 2: Located at opposite ends of the country, Northwest Center for Families (NCF) and Southeast Social Services (SSS) are local government agencies specializing in family, child, and school social work in rural areas. After attending a conference on performing social work in small communities, the directors of both organizations return with plans to address the issue of dual relationships, relationships in which social workers maintain both social and professional ties with clients. Each director takes a different approach to the issue. NCF‘s director sends out a memo to employees stressing that dual relationships are a conflict of interest prohibited by the organization. In the memo, she states that a dual relationship could be grounds for employee termination and encourages employees to report any non-sanctioned interaction between social workers and their clients. The NCF director‘s plan also includes the construction of a new employee lounge, with the understanding that employees will eat their lunches in the office, rather than off campus. The director of SSS holds a meeting with his staff to discuss the organization‘s role and purpose in the community. He shares what he has learned at the conference: The potential to improve people‘s lives outweighs any other social or professional interaction that could derail the organization‘s purpose. The SSS director explains that he will make it his personal mission to solve the problem of dual relationships and asks employees for their input and participation in overcoming this obstacle. The leader explains that all employees must work together to reform the organization in order to better serve the community. Questions: 1.What type of leadership is practiced at NCF, transactional or transformational? How do you know? 2.Which style of leadership would you recommend for a human service organization? Explain your answer?