We have been asked (on a few separate occasions) to analyze the role ethics plays in leadership, what kind of character we expect from our leaders, what our own values are, and even the importance of being ethical as opposed to simply appearing so. As we continue to discuss these ideas in class, I keep returning to the idea of balance. This week, my thoughts were echoed by the words of Aristotle, and, as I prepared for the weeks ahead, Gautama Siddhartha Buddha.
As Ciulla points out in her introduction to Chapter Two, although leaders are human and “subject to the same flaws and weaknesses as everyone else,” we often expect them to be more ethical and have higher standards. She continues, explaining how we often view leaders of the past as meeting these perceptions while leaders of today continuously fail us; and we wonder why that is. As we see more of these flaws and our leaders continue to fail us, it seems more and more that leaders do not necessarily need to just traits and ethical character that we desire. How can we continue to expect ethical leadership?
Again, I tell you, the answer is balance.
Aristotle outlines the requirements for a virtuous life using this idea. We must not be fearful or rash, but brave; we must not indulge in pleasure or expect pain, but find temperance; we must not be wasteful or greedy, but generous; we must not be passive or irascible, but mild; we must not be boastful or self-deprecating, but truthful; we must not be ingratiating or flattering, but friendly; we must not be ashamed or disgraceful, but virtuous; we must not be spiteful or envious, but indignant; and the list goes on. It even continues levels of character pertaining to intelligence and wisdom. Each character describes an excess of a trait, a deficiency of a trait, and then desired mean. Each person falls somewhere on the scale between the three, but the ideal person is balanced entirely on the means.
Returning to Ciulla’s introduction, the author addresses the point that today there is much more exposure – in the past, we saw only the actions that leaders made public and really had no way of publicizing their flaws. Today, it often only takes the click of a button. She states that leaders of the past and leaders of today were similarly ethical, but that today we see the flaws that, in the past, were hidden.
I think she is on to something.
I think in addition to seeing more we are also expecting more. As we see more and more flaws, we perceive more and more undesirable traits and therefore wish for more and more desirable ones. The misdeeds of current leaders feed our craving for leaders without any flaws. In this fashion, we have tipped the balance that Aristotle instructs us to find. We have, in a sense, blown our idea of leadership out of proportion.
Further, this tipped balance has burned like a wildfire, worsening as we move in to the future without righting the scales. As our expectations of leaders rise, those who wish to lead must try harder to meet our expectations. They try to emulate perfect virtue – they must not lie, cheat, steal, abuse power, exercise anger, or be upset. They must be passionate, honest, reasonable, caring, and collaborative. They must be interested in people and never interested in themselves. They must have no flaws. However, this character that aspiring leaders strive for is out of balance, according to Aristotle. It requires too much of people and, frankly, they are wearing out.
How long can you continue to never give in to your desires, instead sacrificing to your followers in order to be the perfect person? The answer: not very long. This is when we begin to find flaws. Leaders reach breaking point as they succeed as leaders and they give in to a craving or exercise an indulgence. They let loose.
But to maintain the respect of followers and continue to succeed, leaders continue to attempt to appear ethical; they indulge in secret. But, due to the higher levels of exposure, we catch them. We accuse them of unethical behavior and mark them as failed leaders, continuing to wish for the leaders of the past.
The system is out of balance and will remain out of balance until we are aware of the situation and take the time to set it back on track. This, however, will take a lot of time, analysis, and effort as we are all guilty.
In conclusion, I do not think it is important for leaders to fulfill society’s definition ethical behavior all the time – they do not have to be saintly people completely clean of flaws. Instead, they must be rational, honest, and reasonable about themselves, their lives, their goals, and the organization they are leading. They must understand the balance between ethics, risk, and reality. If leaders (and followers) are able to find this balance, it will not be a matter of appearing versus actually acting ethically – we will accept that as humans we are flawed but are still capable of making balanced decisions and ethical actions for the good of the organization.
As Ciulla points out in her introduction to Chapter Two, although leaders are human and “subject to the same flaws and weaknesses as everyone else,” we often expect them to be more ethical and have higher standards. She continues, explaining how we often view leaders of the past as meeting these perceptions while leaders of today continuously fail us; and we wonder why that is. As we see more of these flaws and our leaders continue to fail us, it seems more and more that leaders do not necessarily need to just traits and ethical character that we desire. How can we continue to expect ethical leadership?
Again, I tell you, the answer is balance.
Aristotle outlines the requirements for a virtuous life using this idea. We must not be fearful or rash, but brave; we must not indulge in pleasure or expect pain, but find temperance; we must not be wasteful or greedy, but generous; we must not be passive or irascible, but mild; we must not be boastful or self-deprecating, but truthful; we must not be ingratiating or flattering, but friendly; we must not be ashamed or disgraceful, but virtuous; we must not be spiteful or envious, but indignant; and the list goes on. It even continues levels of character pertaining to intelligence and wisdom. Each character describes an excess of a trait, a deficiency of a trait, and then desired mean. Each person falls somewhere on the scale between the three, but the ideal person is balanced entirely on the means.
Returning to Ciulla’s introduction, the author addresses the point that today there is much more exposure – in the past, we saw only the actions that leaders made public and really had no way of publicizing their flaws. Today, it often only takes the click of a button. She states that leaders of the past and leaders of today were similarly ethical, but that today we see the flaws that, in the past, were hidden.
I think she is on to something.
I think in addition to seeing more we are also expecting more. As we see more and more flaws, we perceive more and more undesirable traits and therefore wish for more and more desirable ones. The misdeeds of current leaders feed our craving for leaders without any flaws. In this fashion, we have tipped the balance that Aristotle instructs us to find. We have, in a sense, blown our idea of leadership out of proportion.
Further, this tipped balance has burned like a wildfire, worsening as we move in to the future without righting the scales. As our expectations of leaders rise, those who wish to lead must try harder to meet our expectations. They try to emulate perfect virtue – they must not lie, cheat, steal, abuse power, exercise anger, or be upset. They must be passionate, honest, reasonable, caring, and collaborative. They must be interested in people and never interested in themselves. They must have no flaws. However, this character that aspiring leaders strive for is out of balance, according to Aristotle. It requires too much of people and, frankly, they are wearing out.
How long can you continue to never give in to your desires, instead sacrificing to your followers in order to be the perfect person? The answer: not very long. This is when we begin to find flaws. Leaders reach breaking point as they succeed as leaders and they give in to a craving or exercise an indulgence. They let loose.
But to maintain the respect of followers and continue to succeed, leaders continue to attempt to appear ethical; they indulge in secret. But, due to the higher levels of exposure, we catch them. We accuse them of unethical behavior and mark them as failed leaders, continuing to wish for the leaders of the past.
The system is out of balance and will remain out of balance until we are aware of the situation and take the time to set it back on track. This, however, will take a lot of time, analysis, and effort as we are all guilty.
In conclusion, I do not think it is important for leaders to fulfill society’s definition ethical behavior all the time – they do not have to be saintly people completely clean of flaws. Instead, they must be rational, honest, and reasonable about themselves, their lives, their goals, and the organization they are leading. They must understand the balance between ethics, risk, and reality. If leaders (and followers) are able to find this balance, it will not be a matter of appearing versus actually acting ethically – we will accept that as humans we are flawed but are still capable of making balanced decisions and ethical actions for the good of the organization.