Why are so many countries questioning the quality and effectiveness of their leadership? Is it a lack of preparedness?
This
blog examines some issues relating to responsibility, ethics and power
in leadership. I have drawn on some older material to help my
reflection, and suggest that we seldom consider how we should prepare
for success as a precursor to good performance. None of this is new,
but has it been forgotten?
Leadership
has been described as a serious meddling in the lives of others (De
Pree, 1991:7). This implies that leadership embodies a responsibility
of leaders for, or toward, those who are led.
Yet a common scenario in modern business (since the late 1980s) is:
...
good, respected and successful leaders, men and women of intelligence,
talent, and vision who suddenly self-destruct as they reach the apex of
their careers. (Ludwig and Longenecker, 1993:266).
An Australian newspaper article from that time (Barker, 1995:14) reported that a concern for ethics in business is:
... a
response to what is now called “ the excesses of the eighties” - the
economic damage done to the nation and individuals by greedy,
irresponsible and often corrupt business people who were feted as
national heroes.
Ethics
in management is a significant theme in the recent. But why is it that
leaders get caught up in a downward spiral of unethical decisions?
Ludwig and Longenecker (1993:266-267) seek to:
... debunk
the notion that ethical failure of our leaders is largely due to lack
of principle and/or the tough competitive climate of the 80s and 90s. (Equally, we could say the same for the more recent past) Rather, we would like to suggest that many of the violations we have witnessed in recent years are the result of success and lack of preparedness in dealing with personal and organisational success.
Other
evidence (Barker, 1995; LaBier ,1986) supports this contention that
little attention is placed on preparing people to deal with the trials
and dilemmas associated with success in modern society. As success is
the goal of every leader (Ludwig and Longenecker, 1993:270) it is
surprising that it does not rate more significance in management and
leadership literature.
The biblical story of David and Bathsheba is used to outline four potential by-products of success:
· lose of strategic focus;
· privileged access;
· control of resources;
· inflated belief in personal ability to control outcomes.
Ludwig
and Longenecker (1993:267-269) write that “... the good and successful
King David of Israel, believing he could cover up his impropriety, took
Bathsheba to his bed while her husband was off in battle.”
David
is not where he is supposed to be (loss of strategic focus), he
“delegated, then ignored what was happening”. David had time on his
hands, and a viewing position atop the palace roof to view Bathsheba at
bath (privileged access). David then manipulates the situations
(controls resources, and tries to control outcomes) sleeps with
Bathsheba who falls pregnant, brings her husband in from battle in the
hope he will sleep with his wife and cover-up David’s impropriety, and
eventually causes the husband to be killed. The manipulation is
exposed. “David, in short, chose to do something he knew was clearly
wrong in the firm belief that through his personal power, and control
over power, he could cover up”.
When
kept within reason, privileged access and control of resources are
positive and justified requisites for success. Privileged access is
“essential for comprehensive strategic vision” and control of resources
is “necessary for the execution of strategy” (Ludwig and Longenecker,
1993:269). Loss of strategic focus and inflated belief in personal ability are essentially negative (see Table 3)
Table 3: Possible outcome experienced by successful leaders
Positive/Benefit
|
Negative/Disadvantage
| |
Personal
Level
|
Privileged Access
Position
Influence
Status
Rewards/Perks
Recognition
Latitude
Associations
Access
|
Inflated Belief in Personal Ability
Emotionally Expansive
Unbalanced Personal Life
Inflated Ego
Isolation
Stress
Transference
Emptiness
Fear of Failure
|
Organisational
Level
|
Control of Resources
No Direct Supervision
Ability to Influence
Ability to set Agenda
Control over Decision Making
|
Loss of Strategic Focus
Organisation on Autopilot
Delegation without Supervision
Strategic Complacency
Neglect of Strategy
|
(Source: Ludwig and Longenecker, 1993: 270)
The
benefits of success to the leader and the organisation are obvious.
Less readily apparent is the personal “dark side” of success which
revolves largely around three psychological issues outlined by Ludwig
and Longenecker (1993:270-271). These are:
· Climbing
the success ladder exposes leaders to negative attitudes and
behaviours. There may not be apparent, but nonetheless come with the
territory of successful leadership. Negatives that could be reinforced
include unbalanced personal lives, a loss of touch with reality and an
inflated sense of personal ability.
· Leaders
may become emotionally expansive - “their appetite for success,
thrills, gratification, and control becomes insatiable”. They can lose
the ability to be satisfied. They can become personally isolated and
lack intimacy with family and friends, losing a valuable source of
personal balance. They “literally lose touch with reality”.
· Other
factors include stress, fear of failure and the “emptiness syndrome”
(“Is this all there is to success?”) An inflated sense of ego can lead
to abrasiveness, close-mindedness and disrespect.
Success does not necessarily lead to undesired behaviour as Ludwig and Longenecker (1991:271) are careful to record:
We
are not suggesting that all successful leaders fall prey to these
negatives that are frequently associated with success, but rather want
to make the case that success can bring with it some very negative
emotional baggage.
However,
it is useful to recognise the seven lessons from David’s experience
(Ludwig and Longenecker, 1991:271) provide a useful framework for
reflection:
- Leaders are in their positions to focus on doing what is right for their organisation’s short-term and long-term success. This can't happen if they aren't where they are supposed to be, doing what they are supposed to be doing.
- There will always be temptations that come in a variety of shapes and forms that will tempt leaders to make decisions they know they shouldn't make. With success will come additional ethical trials.
- Perpetrating an unethical act is a personal, conscious choice on the part of the leader that frequently places a greater emphasis on personal gratification rather than on the organisation’s needs.
- It is difficult if not impossible to partake in unethical behaviour without implicating and/or involving others in the organisation
- Attempts to cover-up unethical practices can have dire organisational consequences including innocent people getting hurt, power being abused, trust being violated, other individuals being corrupted, and the diversion of needed resources.
- Not getting caught initially can produce self-delusion and increase the likelihood of future unethical behaviour.
- Getting caught can destroy the leader, the organisation, innocent people, and everything the leader has spent his/her life working for.”
The
important lessons for Ludwig and Longenecker (1992:272) is for leaders
to recognise it could happen to them, and to be aware that:
Ethical
leadership is simply part of good leadership and requires focus, the
appropriate use of resources, trust, effective decision making, and
provision of model behaviour that is worth following. Once it is lost
it is difficult if not impossible to regain.
Further Reading
Barker G (1995) The glove that tempers the iron fist. The Australian Financial Review Magazine. July. pp.14-21
Burdett J O (1991) What is empowerment anyway? Journal of European Industrial Training. 15(6):23-30
De Pree M O (1989) Leadership is an Art. Melbourne: Australian Business Library, Information Australia.
De Pree M O (1991) Leadership Jazz. Melbourne: Australian Business Library, Information Australia.
Eisler R (1995) From domination to partnership: The hidden subtext for organisation change. Training & Development 49(2):32-39
LaBier D (1986) Modern Madness: The Emotional Fallout of Success. Reading, MA: Addison-Wesley
Ludwig D C and Longenecker C O (1993) The Bathsheba syndrome: the ethical failure of successful leaders. Journal of Business Ethics 12(4):265-273
Peace W H (1991) The hard work of being a soft manager. Harvard Business Review. 69(6):40-42,46-47
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