Depressed and discouraged today, about many things…time for Jimmy…
1. Another angle on the the topics here...arrives courtesy of Michael West, who pointed me to this article. about the psychology of unethical behavior. Mostly, it frames in slightly different packages familiar themes on Ethics Alarms, beginning with who people often don’t speak up and actively oppose unethical conduct that they witness or are a part of. Ethics Alarms has examined this phenomenon (and will continue to) many ways. One example was a two part post in 2015 on the duty to confront. (Part II is here) Other posts can be found by clicking on the tags below, such as the duty to lead, the duty to oppose evil, the duty to warn, and the duty to fix the problem.
The wonderfully named author Merete Wedell-Wedellsborg identifies several concepts in her essay, including omnipotence, cultural numbness, justified neglect, and looking out for signs of moral capture.
Ethics Alarms uses different approaches: omnipotence is essentially “The King’s Pass” and “The Saint’s Excuse” in the rationalizations list. Cultural numbness describes how “the Big Yellow Circle’s” gravitational pull influences the Green Circle, encompassing personal values and conscience. Justified neglect isn’t really justified: she is talking about how non-ethical consideration freeze ethics alarms. “Looking out for signs of moral capture” is the topic of Philip Zimbardo’s “rules” to avoid being corrupted by peer groups and organizations. I would assume that the author has studied these, since “Dr. Z” is one of the leading writers and researchers in the area.
Inevitably, the article delves into leadership, concluding,
“The reality is that, for many leaders, there is no true straight-and-narrow path to follow. You beat the path as you go. Therefore, ethical leadership relies a lot on your personal judgment. Because of this, the moral or ethical dilemmas you experience may feel solitary or taboo — struggles you don’t want to let your peers know about. It can sometimes feel shameful to admit that you feel torn or unsure about how to proceed. But you have to recognize that this is part of work life and should be addressed in a direct and open way.”
I disagree with that description of leadership technique, and I’m tempted to say that its the claim as someone who has not done much leading. It does seem typical of so-called “female leadership models,” which emphasize consensus and transparency. Traditional leadership theories hold that a leader’s followers don’t want to know how conflicted a leaders, and learning that a leader is “unsure” is the last thing they want to know. Effective leaders learn to keep their doubts and insecurities to themselves—one more reason leadership isn’t for everyone. Continue reading