Leadership Takes Self-Control. Here’s What We Know About It

Kai Chi (Sam) Yam, Huiwen Lian, D. Lance Ferris, Douglas Brown
Harvard Business Review
Originally published June 5, 2017

Here is an excerpt:

Our review identified a few consequences that are consistently linked to having lower self-control at work:

1. Increased unethical/deviant behavior: Studies have found that when self-control resources are low, nurses are more likely to be rude to patients, tax accountants are more likely to engage in fraud, and employees in general engage in various forms of unethical behavior, such as lying to their supervisors, stealing office supplies, and so on.
2. Decreased prosocial behavior: Depleted self-control makes employees less likely to speak up if they see problems at work, less likely to help fellow employees, and less likely to engage in corporate volunteerism.
3. Reduced job performance: Lower self-control can lead employees to spend less time on difficult tasks, exert less effort at work, be more distracted (e.g., surfing the internet in working time), and generally perform worse than they would had their self-control been normal.
4. Negative leadership styles: Perhaps what’s most concerning is that leaders with lower self-control often exhibit counter-productive leadership styles. They are more likely to verbally abuse their followers (rather than using positive means to motivate them), more likely to build weak relationships with their followers, and they are less charismatic. Scholars have estimated that the cost to corporations in the United States for such a negative and abusive behavior is at $23.8 billion annually.

Our review makes clear that helping employees maintain self-control is an important task if organizations want to be more effective and ethical. Fortunately, we identified three key factors that can help leaders foster self-control among employees and mitigate the negative effects of losing self-control.

The article is here.

Everything Is Crumbling

By Daniel Engber
Slate.com
Originally published March 16, 2016

Here is an excerpt:

The authors called this effect “ego depletion” and said it revealed a fundamental fact about the human mind: We all have a limited supply of willpower, and it decreases with overuse. Eating a radish when you’re surrounded by fresh-baked cookies represents an epic feat of self-denial, and one that really wears you out. Willpower, argued Baumeister and Tice, draws down mental energy—it’s a muscle that can be exercised to exhaustion.

That simple idea—perhaps intuitive for nonscientists, but revolutionary in the field—turned into a research juggernaut. In the years that followed, Baumeister and Tice’s lab, as well as dozens of others, published scores of studies using similar procedures. First, the scientists would deplete subjects’ willpower with a task that requires self-control: don’t eat chocolate chip cookies, watch this sad movie but don’t react at all. Then, a few minutes later, they’d test them with a puzzle, a game, or something else that requires mental effort.

The article is here.

When Ethical Leader Behavior Breaks Bad

How Ethical Leader Behavior Can Turn Abusive via Ego Depletion and Moral Licensing

Szu-Han (Joanna) Lin, Jingjing Ma, and Russell E. Johnson
Journal of Applied Psychology. 01/2016; DOI: 10.1037/apl0000098

Abstract

The literature to date has predominantly focused on the benefits of ethical leader behaviors for recipients (e.g., employees and teams). Adopting an actor-centric perspective, in this study we examined whether exhibiting ethical leader behaviors may come at some cost to leaders. Drawing from ego depletion and moral licensing theories, we explored the potential challenges of ethical leader behavior for actors. Across 2 studies which employed multiwave designs that tracked behaviors over consecutive days, we found that leaders’ displays of ethical behavior were positively associated with increases in abusive behavior the following day. This association was mediated by increases in depletion and moral credits owing to their earlier displays of ethical behavior. These results suggest that attention is needed to balance the benefits of ethical leader behaviors for recipients against the challenges that such behaviors pose for actors, which include feelings of mental fatigue and psychological license and ultimately abusive interpersonal behaviors.

The article is here.

Role of self-control failure in immoral and unethical actions

Roy F Baumeister and Nawal G Alghamdi
Current Opinion in Psychology
Volume 6, December 2015, Pages 66–69

Moral virtue depends on self-control to override immoral impulses, so self-control failure can impair moral action. We discuss three components of self-control and how failure of any component can affect moral behavior. Lack of clear standards and lack of commitment to standards deprives the individual of clear inner guidance. Failure to monitor one's actions, as when self-awareness is low such as due to emotion or alcohol, deprives the individual of the ability to know whether behavior conforms to moral standards. Ego depletion signifies inadequate willpower to make oneself do what is right. Evidence supports these hypotheses but more is needed.

Highlights

• Self-control underpins moral action.
• Unethical actions often reflect failure of self-control.
• Failures of self-control can be caused by unclear or conflicting standards, by failure to monitor relevant actions, and by ego depletion (loss of capacity to alter actions).

The article is here.