Take your ethics and shove it! Narcissists' angry responses to ethical leadership

Fox, F. R., Smith, M. B., & Webster, B. D. (2023). 

Personality and Individual Differences, 204, 112032.

https://doi.org/10.1016/j.paid.2022.112032

Abstract

Evoking the agentic model of narcissism, the present study contributes to understanding the nuanced responses to ethical leadership that result from the non-normative, dark personality trait of narcissism. We draw from affective events theory to understand why narcissists respond to ethical leadership with feelings of anger, which then results in withdrawal behaviors. We establish internal validity by testing our model via an experimental design. Next, we establish external validity by testing our theoretical model in a field study of university employees. Together, results from the studies suggest anger mediates the positive relationship between narcissism and withdrawal under conditions of high ethical leadership. We discuss the theoretical and practical implications of our findings.

From the Introduction:

Ethical leaders model socially acceptable behavior that is prosocial in nature while matching an individual moral-compass with the good of the group (Brown et al., 2005). Ethical leadership is defined as exalting the moral person (i.e., being an ethical example, fair treatment) and the moral manager (i.e., encourage normative behavior, discourage unethical behavior), and has been shown to be related to several beneficial organizational outcomes (Den Hartog, 2015; Mayer et al., 2012). The construct of ethical leadership is not only based on moral/ethical principles, but overtly promoting normative communally beneficial ideals and establishing guidelines for acceptable behavior (Bedi et al., 2016; Brown et al., 2005). Ethical leaders cultivate a reputation founded upon doing the right thing, treating others fairly, and thinking about the common good.

As a contextual factor, ethical leadership presents a situation where employees are presented with expectations and clear standards for normative behavior. Indeed, ethical leaders, by their behavior, convey what behavior is expected, rewarded, and punished (Brown et al., 2005). In other words, ethical leaders set the standard for behavior in the organization and are effective at establishing fair and transparent processes for rewarding performance. Consequently, ethical leadership has been shown to be positively related to task performance and citizenship behavior and negatively related to deviant behaviors (Peng & Kim, 2020).

The research is paywalled here.

This research examines how narcissistic individuals respond to ethical leadership, which is characterized by fairness, transparency, and concern for the well-being of employees. The study found that narcissistic individuals are more likely to respond with anger and hostility to ethical leadership compared to non-narcissistic individuals. The researchers suggest that this may be due to the fact that narcissists prioritize their own self-interests and are less concerned with the well-being of others. Ethical leadership, which promotes the well-being of employees, may therefore be perceived as a threat to their self-interests, leading to a negative response.

The study also found that when narcissists were in a leadership position, they were less likely to engage in ethical leadership behaviors themselves. This suggests that narcissistic individuals may not only be resistant to ethical leadership but may also be less likely to exhibit these behaviors themselves. The findings of this research have important implications for organizations and their leaders, as they highlight the challenges of promoting ethical leadership in the presence of narcissistic individuals.

How to Be an Ethical Leader: 4 Tips for Success

Sammi Caramela
www.businessnewsdaily.com
Originally posted August 27, 2018

Here is an excerpt:

Define and align your morals

Consider the values you had growing up – treat others how you want to be treated, always say "thank you," show support to those struggling, etc. But as you grow, and as society progresses, conventions change, often causing values to shift.

"This is the biggest challenge ethics face in our culture and at work, and the biggest challenge ethical leadership faces," said Matthew Kelly, founder and CEO of FLOYD Consulting and author of "The Culture Solution" (Blue Sparrow Books, 2019). "What used to be universally accepted as good and true, right and just, is now up for considerable debate. This environment of relativism makes it very difficult for values-based leaders."

Kelly added that to find success in ethical leadership, you should demonstrate how adhering to specific values benefits the mission of the organization.

"Culture is not a collection of personal preferences," he said. "Mission is king. When that ceases to be true, an organization has begun its journey toward the mediocre middle."

Ask yourself what matters to you as an individual and then align that with your priorities as a leader. Defining your morals not only expresses your authenticity, it encourages your team to do the same, creating a shared vision for all workers.

Hire those with similar ethics

While your ethics don't need to be the same as your workers', you should be able to establish common ground with them. This often starts with the hiring process and is maintained through a vision statement.

The info is here.

The Little-known Emotion that Makes Ethical Leadership Contagious

Notre Dame Cetner for Ethics
www.ethicalleadership.nd.edu
Originally posted in September 2018

Here is an excerpt:

Elevation at Work

Elevation is not limited to dramatic and dangerous situations. It can also arise in more mundane places like assembly lines, meeting rooms, and corporate offices. In fact, elevation is a powerful and often under-appreciated force that makes ethical leadership work. A 2010 study collected data from workers about their feelings toward their supervisors and found that bosses could cause their followers to experience elevation through acts of fairness and self-sacrifice. Elevation caused these workers to have positive feelings toward their bosses, and the effect spilled over into other relationships; they were kinder and more helpful toward their coworkers and more committed to their organization as a whole.

These findings suggest that elevation is a valuable emotion for leaders to understand. It can give ethical leadership traction by helping a leader's values and behaviors take root in his or her followers. One study puts it this way: "Elevation puts moral values into action."

Put it in Practice

The best way to harness elevation in your organization is by changing the way you communicate about ethics. Keep these guidelines in mind.

Find exemplars who elevate you and others.

Most companies have codes of values. But true moral inspiration comes from people, not from abstract principles. Although we need rules, guidelines, regulations, and laws, we are only inspired by the people who embody them and live them out. For each of your organization's values, make sure you can identify a person who exemplifies it in his or her life and work.

The info is here.

Urban Meyer, Ohio State Football, and How Leaders Ignore Unethical Behavior

David Mayer
Harvard Business Review
Originally posted September 4, 2018

Here is an excerpt:

A sizable literature in management and psychology helps us understand how people become susceptible to moral biases and make choices that are inconsistent with their values and the values of their organizations. Reading the report with that lens can help leaders better understand the biases that get in the way of ethical conduct and ethical organizations.

Performance over principles. One number may surpass all other details in this case: 90%. That’s the percentage of games the team has won under Meyer as head coach since he joined Ohio State in 2012. Psychological research shows that in almost every area of life, being moral is weighted as more important than being competent. However, in competitive environments such as work and sports, the classic findings flip: competence is prized over character. Although the report does not mention anything about the team’s performance or the resulting financial and reputational benefits of winning, the program’s success may have crowded out concerns over the allegations against Smith and about the many other problematic behaviors he showed.

Unspoken values. Another factor that can increase the likelihood of making unethical decisions is the absence of language around values. Classic research in organizations has found that leaders tend to be reluctant to use “moral language.” For example, leaders are more likely to talk about deadlines, objectives, and effectiveness than values such as integrity, respect, and compassion. Over time, this can license unethical conduct.

The info is here.

James Comey isn’t qualified for his new gig teaching ethics, experts explain

Olivia Goldhill
Quartz
Originally published January 27, 2018

Here is an excerpt:

“My entire professional life has been dedicated to ethics education. I’m disheartened by the fact that educational institutions hire people to teach ethics who really don’t have a background in ethics,” says Aine Donovan, director of the ethics institute at Dartmouth University.

Certainly, Comey’s own behavior as FBI director would make the basis of a strong case study, says Donovan. But Comey’s experience navigating a moral quandary is not sufficient qualification. “I’d rather have moral exemplars teaching an ethical leadership class than somebody who has even a whiff of controversy associated with them,” Donovan says. In addition, Donovan adds, it seems Comey did not make the right moral choice at every stage. For example, Comey leaked documents about his conversations with Trump. “I’m highly skeptical that that would ever pass ethical muster,” adds Donovan.

A “puzzling” choice

“There is much to be learned about [ethics from] studying Mr. Comey’s own conduct, but most of it is not positive,” Howard Prince II, who holds the Loyd Hackler Endowed Chair in Ethical Leadership at University of Texas-Austin, writes in an email. Overall, Comey is “a puzzling choice” to teach ethical leadership, he adds.

The article is here.

Chief executives who lack ethics should be more afraid of public opinion than ever

Emma Koehn
Smart Company
Originally posted June 16, 2017

The age of the internet has made it near impossible for companies to hide when someone in their organisation makes a major blunder, and the research indicates the world is now tougher on bosses who stuff up than ever before.

PriceWaterhouseCoopers partners Kristin Rivera and Per Ola-Karlsson suggest in Harvard Business Review this week that the numbers don’t lie: more chief executives are being fired for “ethical blunders” than ever before, with scrutiny from both customers and shareholders accelerating.

The pair examine the numbers from PwC’s most recent global chief executive success study, which suggests the number of company heads who were dismissed for ethical lapses increased from 3.9% in the four years preceding 2012 to 5.3% at the end of 2016.

“Firstly, the public has become more suspicious, more critical and less forgiving of corporate misbehaviour,” Rivera and Karlsson say.

“Second, governance and regulation in many countries has become both more proactive and more punitive.”

The article is here.

More CEOs Are Getting Fired After an Ethical Lapse, Study Finds

Vanessa Fuhrmans
The Wall Street Journal
Originally posted May 14, 2017

Ethical breaches are causing more chief executives to lose their jobs. The upside? Researchers say the rising numbers don’t point to more corporate misbehavior: It’s that CEOs are being held to a higher level of accountability.

Among the myriad reasons corporate bosses leave their jobs, firings have been on the decline. In a study of CEO exits at the world’s 2,500 largest public companies, researchers at PricewaterhouseCoopers LLP’s strategy consulting arm, called Strategy&, found 20% of CEO exits in the past five years were forced, down from 31% of CEO exits in the previous five years.

But CEO ousters due to ethical lapses—either their own improper conduct, or their employees’—are climbing. Such forced exits rose to 5.3% of CEO departures in the 2012-to-2016 period, up from 3.9% during the previous five years.

The article is here.

Three Ways To Prevent Getting Set Up For Ethical Failure

Ron Carucci
Forbes.com
Originally posted

Here are two excerpts:

To survive the injustice of unresolved competing goals, leaders, usually middle management, become self-protective, putting the focus of their team or department ahead of others. Such self-protection turns to self-interest as chronic pain persists from living in the gap between unrealistic demands and unfair resource allocation. Resentment turns to justification as people conclude, “I’m not going down with the ship.” And eventually, unfettered self-interest and its inherent justification become conscious choices to compromise, usually from a sense of entitlement. People simply conclude, “I have no choice” or “I deserve this.” Says Jonathan Haidt, Professor of Business Ethics at NYU and founder of Ethical Systems, “Good people will do terrible things when people around them are even gently encouraging them to do so.” In many cases, that “gentle encouragement” comes in the form of simply ignoring what might provoke poor choices.

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3. Clarify decision rights. Organizational governance – which is different from “Corporate Governance” – is the distribution of authority, resources, and decision rights across an organization. Carefully designed, it synchronizes an organization and ensures natural tensions are openly managed. Knowing which leaders are accountable for which decisions and resources removes the uncertainty many organizations suffer from. When there is confusion about decision rights, competing priorities proliferate, setting the stage for organizational contradictions to arise.

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.

Ethical Leadership: Meta-Analytic Evidence of Criterion-Related and Incremental Validity

By Thomas W. H. Ng and Daniel C. Feldman
J Appl Psychol. 2014 Nov 24

Abstract

This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL.

The entire article is here.