SCHOLARLY INQUIRY

Ethics and Power in Leadership

TARYN SCZYRBA
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What is ethical leadership? For some, this concept is clearer than to others, and

personally, I have found that defining the challenges that pose a threat to ethical conduct start to

create a clear outline of what ethical leadership truly is and its invaluable contributions within

our modern society. There are many ethical challenges that leaders will undoubtably face, and I

have found it valuable to analyze and critique the shortfalls of leaders as well as the ethical

challenges that they face. Challenges such as the corruptive nature of power, ends justifying the

means, and being good among so many who are inherently not good. Below I have defined these

three ethical challenges; I would like to unpack, critique, and explore them by weighing these up

against various ethical philosophies and concepts, differing views and my own leadership

philosophy.

CORRUPTIVE POWER

Corruption is an evil that plagues all levels of an organization; however this problem is

particularly evident in top-level positions. It was Lord Action that said “power tends to corrupt…

Absolute power tends to corrupt absolutely” a powerful statement that leaves me questioning if

power without corruption is possible. It seems as though I was not the only person left

unsatisfied by Lord Action’s broad theory; DeCelles, a professor of management, launched a

study with the simple question “when you give good people power are they more able than

others to enact that moral identity, to do what’s right. DeCelle found that the answer is yes.

People’s sense of moral identity did in fact shaped their responses to feelings of

power.”[ CITATION Chr12 \l 1033 ]. In sum DeCelles study concluded that “power doesn’t

corrupt; it heightens pre-existing ethical tendencies.”[ CITATION Chr12 \l 1033 ] After

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researching and analyzing the opposing views of Lord Action and DeCelles work I have come to

my own conclusion that aligns more with the finding of DeCelles. I believe that power and

morality are not mutually exclusive, and it is possible for leaders with substantial amounts of

power to be ethical in their decisions and to stray away from the temptations of corruption.

Temptation and corruption does not only challenge the powerful, all individuals are faced with

decisions that will put their morality to the test. I have personally been faced with the temptation

of greed and financial gain, at a previous job of mine. I was working at an event as a server when

I man handed me a hundred-dollar bill; it must beknown that the event I was working requires all

tips to be collected and split between all of the servers. “This is just for you” said the man. These

words echoed through my mind as I faced the decision of slipping the bill into my pocket or

doing what was right and allowing all of my coworkers to benefit with me. The temptation of

personal financial gain is one that many succumb to, that money would allow me to save more in

one night that I could have the whole weekend. This is where I saw my own ethical tendencies

be truly challenged. I am proud to say that I did what was right and shared the generous tip with

the other waiters working that night and I have never regretted my decision. This challenge,

which at the time seemed like a small problem that would go unnoticed despite my decisions, has

become a defining moment in my life. It was my decision in that moment that makes me believe

that the only way to overcome corruption is to have clearly defined morals and values that pave

the way of all decision making. This is why I emphasis the importance of identifying personal

values and finding confidence in how one will uphold their ethical code throughout their life.

DIRTY HANDS
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I have always perceived the corruptive nature of power and the problem of ‘dirty hands’

to be one in the same. It wasn’t until reading ‘Ethics the Heart of Leadership’ by Ciulla that I

realized these two concepts can, in fact, be distinguished from one another and are in fact two

very different challenges. In chapter seven, Ciulla referenced Lord Action’s distinction between

these two dilemmas claiming that “power always tends to corrupt, no matter what the context.

The dirty hands dilemma refers to a specific situation in which any leader confronts a choice of

policy or strategy in preforming her duties, a choice that inescapably includes course of actions

that will harm others”[CITATION JBC14 \l 1033 ]. From this explanation one can come to the

consensus that the corruptive nature of power is simply unavoidable, but the problem of dirty

hands is a much more complex problem and must be analyzed on a situational basis. The

problem of dirty hands is not due to a corrupt leader but instead a leader faced with a challenge

that puts the greater good against their own morality. The problem of dirty hands can be

perfectly summed up into one question: “Should political leaders violate the deepest constraints

of morality in order to achieve great goods or avoid disasters for their communities?”[ CITATION

Coa18 \l 1033 ] A loaded question that forces one to analyze if the end truly does justify the

means. Although this is a challenge that leaders face in many different fields it is most

commonly associated with political figures. There have been many theories shared on the subject

of dirty hands; I most enjoyed the perspective of Max Webber because he did not simply say that

dirty hands are inevitable and political figures must deal with that fact. Webber instead

introduced a governing behavior for political leaders called the “Ethic of responsibility” which

encourages the most moral course a leader can follow. Weber notes that “no ethics in the world

can dodge the fact that in numerous instances the attainment of ‘good’ ends is bound to the fact

that one must be willing to pay the price of using morally dubious means or at least dangerous
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ones- and facing the possibility or even probability of evil ramifications”[CITATION JBC14 \l

1033 ]. In saying this Webber has identified the ever-existing problem of the end justifying the

means, the evils that leaders will face and then he explains how to maintain morality along the

way. Webbers concept of the “ethic of responsibility” created a simple yet effective solution to

this challenge. Solutions to ethical issues will not always be set in stone; as leaders it is essential

to do the best we can in maintaining a moral compass and deciding which course of action will

be the best overall. Understanding the three resolution principles of decision making can help in

guiding decisions. Asking the questions: “Is my decisions making principle ends-based, rule-

based or care-based”? “Why”? And “how is this principle appropriate?” can help one understand

why they are making decisions and whether the ends will justify the means. In my profile in

moral courage I chose Nelson Mandela; who is now an icon for equality and civic duty. Mandela

was not always seen in this light he broke the law on many occasions, was put on a terrorist

watch list and was convicted and sent to prison; had his story have ended there his actions may

not be justified; but because he led a movement to end apartheid his means are now justified and

he is honored. I use Nelson Mandela as an example of ends justifying the means because I

believe he also exemplifies Webbers concept of the ethic of responsibility. Mandela’s rule-based

decision making lead him to make decisions that maintained morality and dignity in an attempt

to create equality for all. So, if the question is “do the ends justify the means” the answer lies in

the intentions and morality behind the decisions that led to the intended outcome.

BEING GOOD AMONG SO MANY WHO ARE NOT GOOD

When I look at the leaders of the world today I find it hard to say that majority hold a

high ethical standard. Another principal challenge faced by leaders is the challenge of finding
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ways to be good among so many who are not good and shaping an ethical climate when in a

leadership position. The latter is not so much an ethical challenge but instead a solution in that

the concept attempts to develop and eventually establish a sound ethical environment. Donna M.

Randall speaks about the use of power to shape an ethical climate in the workplace, stating that a

“strong relationship exists between ethical climate and ethical behavior”[ CITATION Ran12 \l

1033 ]. “According to French and Raven, leaders have access to five distinct sources for power:

legitimate, reward, expert, referent and coercive”[ CITATION Fre59 \l 1033 ]. These many forms

of positional and personal power allow leaders to shape their expectations from their ethical

climate. This use of power to create an ethical climate can discourage unethical conduct and

create an atmosphere that encourages ethical practices. However, individuals are not always

placed in an ethical climate, thus the question remains, how does one stay good among so many

who are not good? Considering the aforementioned power of an ethical environment it can be

assumed that in order to be good when those around you are not, we should be able to create an

ethical climate that upholds our values and possibly extends this morality to those around us. For

this challenge we look to John C. Maxwells idea of the 360-degree leader[ CITATION Joh05 \l

1033 ]. By establishing our code of ethics and defining our morals and values we can begin to

influence those around us to follow in our morality. If one feels as if they are not able to change

the climate to an ethical one it is important that we stay true to our own ethical standards. We can

all remember our mothers asking some variant of the question “if all of your friends jump off a

bridge does that mean you will too?” staying good among the not so good is as simple as the

answer to this rhetorical question. To stay good, we must stay true to ourselves, stay strong in

our values, and follow our moral compass. By being authentic in our decisions and actions we

can remain proud, ethical, and moral individuals even when placed amongst the most cruel and
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unusual of people. I can think of many instances that I have faced the challenged of being good

among those who are not good, especially when I was in high school. Throughout my four years

of high school, it is fair to say that I was never rebellious or one of the kids searching for trouble.

This was not the case for some of my peers. I remember one instance in particular; I was in my

10th grade history class. When I walked into class, I was surprised to see my classmates sitting on

their desks chatting to one another. I looked to the front of the room and saw there was a

substitute teacher for the day. My classmates began acting out, misbehaving, and giving the

substitute a hard time while he attempted to take attendance. This disrespectful behavior did not

align with my values, so I did not join in on the mischief. Instead, I offered to assist the substitute

by taking the attendance and then I worked as if it was a normal day. To my surprise a couple of

students began to do the same as me. When I left the class I felt good about the decision that I

made, I stayed true to my values of respect and was proud that I did not follow the crowd. This

was one of the first instances I remember feeling like a leader. I remained good to my values

even when placed among those who clearly do not have the same morals as me and I even

managed to create a more ethical climate by being authentic in my actions. This experience

always comes to my mind as a learn and develop more as a leader, it gives me confidence that I

can lead others in a positive direction even if I am not in a position of power.

CASE STUDY

Hunger is a horrific issue that paralyzes communities globally. This is an issue that needs

to be addressed right here in Tampa Bay. Since the COVID-19 pandemic Tampa Bay has seen a

significant increase in the amount of people needing food donations [ CITATION Hol20 \l 1033 ].

I’d like to give examples of how even the leaders fighting for zero hunger could face the
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challenges mentioned in this paper. Leaders of non-profits that try to aid the community with

soup kitchens, food parcels and more handle a lot of donations, non-monetary and monetary,

these leaders have to maintain their high morals so they do not succumb to greed or corruption.

The leaders need to remain fair in their distributions and make sure all donations are being used

for the right reasons. These leaders also need to make sure they are not framing their work in the

way that the “ends justify the means”. Just because people are being fed does not mean these

organization can cut corners on health and safety guidelines. Leaders must value humility and

safety; providing food while also maintaining all ethical guidelines. The organizations that

distribute food to help fight hunger in Tampa Bay are already filled with individuals that are

good among so many who are not good. These volunteers do not turn a blind eye to the issue in

the area and want to help those suffering even if they themselves are not impacted by the hunger

crisis. Acknowledging the possible challenges these leaders can face brings light to the values

these organization must uphold. Values such as honesty, respect, community, dedication, safety,

teamwork, and responsibility are absolutely essential.

PERSONAL CODE OF LEADERSHIP ETHICS

In chapter 7, Cuilla says that “Leadership requires a mixture of confidence and humility.

It is about how well leaders understand the limitations of their knowledge and personal

perspective. Good leadership calls for people who are confident enough to ask for help, admit

they are wrong, and invite debate and discussion. Good leadership also requires humility.

Leaders are imperfect human beings who are put in jobs where the moral margin of error is much

smaller because the effect of their actions on others is greater”[CITATION JBC14 \l 1033 ]. This

insightful concept takes the leader from an elevated state of all-knowing perfection and humbles
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the leader to being merely human. Ciulla mentions the importance of confidence and humility in

a leader, two traits that are essential in becoming a true ethical leader. However, these traits need

to be assisted with a set of values that give leaders direction and help them to create an ethical

code to lead by. Throughout this course I have been able to better asses my values and principles

as an individual. I have come to realize how deeply I value kindness, honesty, encouragement,

and responsibility both in my personal and professional life. I’ve always loved the expression “if

you can be anything, be kind”. Kindness is a small way each of us can make a small difference in

this world. To treat not only others with kindness but also ourselves. Honesty is one of my most

important values because being honest not only shows the respect that you have for yourself,

your own actions, opinions, and views, but it also shows your respect for others. I have found

throughout my life, in any situation, honesty is always the best option. Encouragement and

responsibility are two values that I have grown to favor as I have gotten older. I find it extremely

important to encourage oneself as well as everyone around you to become the best versions they

can become. This means encouraging and recognizing good behavior, ethical decision making,

and hard-work. Helping yourself and others grow is one of the most fulfilling aspects of being a

leader. I highly value responsibility because I see responsibility as a way for me to prove my

values; taking responsibility for ourselves and our actions forces us to be authentic in our

choices. A quote by Max Bazerman from the Harvard Business Review truly resonated with me

it said “Think about how you can influence your colleagues with the norms you set”[ CITATION

Max20 \l 1033 ] this quote made me realize the impact I can have on others by simply being

myself and upholding a strong moral value. As I gain more life experience and am placed in

roles of leadership I will lead by example with integrity, compassion, and a high moral

standard. I will be able to incorporate kindness, honesty, encouragement, and

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responsibility to my leadership style and in doing so I will be able to create an ethical

climate that thrives on doing what is right. My values and principles influenced my

personal leadership philosophy. My leadership philosophy harnesses the potential of

others. It emphasizes the importance of continuous growth through both teaching and

learning within a collaborative team environment. I can confidently look to my personal

values whenever I am placed in a situation with the challenge of corruption, dirty hands

or being good among those who are not good, and I will be able to confidently make an

ethical decision that stay true to my moral identity. By doing so I will be able to

influence others to be strong, ethical, caring leaders. To me, that’s what being a leader

is all about; encouraging yourself and others to grow, do the right thing, and achieve

goals with the direction, motivation, and encouragement they need.

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Works Cited

Bazerman, M. H. (2020, September). A New Model for Ethical Leadership. Retrieved from

Harvard Business Review: https://hbr.org/2020/09/a-new-model-for-ethical-leadership

Ciulla, J. B. (2014). Ethics the Heart of Leadership. ABC-CLIO LLC.

Coady, & C.A.J. (2018, July 2). The Problem of Dirty Hands. Retrieved from Stanford

Encyclopedia of Philosophy: Ciulla, J. B. (Ed.). (2014). Ethics, the heart of leadership, 3rd

edition. ProQuest Ebook Central https://ebookcentral.proquest.com

French, J. R., & Raven, B. (1959). The bases of social power. New York: Harper & Row.

Hollenbeck, S. (2020, July 30). Hunger crisis in Tampa Bay: Hundreds pack free food distribution

sites. Retrieved from ABCactionnews: https://www.abcactionnews.com/news/region-

south-pinellas/st-petersburg/hunger-crisis-in-tampa-bay-hundreds-pack-free-food-

distribution-sites

Maxwell, J. C. (2005). The 360-Degree Leader. Thomas Nelson Inc.

Randall, D. M. (2012). Leadership and the Use of Power: Shaping an Ethical Climate. Journal of

Applied Christian Leadership, Vol. 6: No. 1, 28-35. .

Shea, C. (2012, October). Why Power Corrputs. Retrieved from Smithsonian Magazine:

https://www.smithsonianmag.com/science-nature/why-power-corrupts-37165345/