Following on Twitter: Easy. Following a crooked leader: Not so easy.
Do you follow a leader that has done something immoral, unethical, shady, or even illegal? How does that make you feel? What about people who followed a leader only to find that person’s name in the headlines for having done something very bad.
The blame for ethical scandals at companies like Enron, Tyco, WorldCom, and Citigroup has been rightly attributed to the top leaders of those organizations.
After all, it’s the CEO’s job to establish and enforce the ethical direction of a company. But followers have moral responsibilities, too.
And all leaders, from middle manages to frontline supervisors, have choices as to whether or not to follow the unethical examples of their own bad bosses.
In his book, The Courageous Follower, author Ira Chaleff contends that followership, like leadership, requires courage. He outlines five dimensions common to courageous followers. I think two of those dimensions have special significance to people working for unethical leaders.
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According to Chaleff, courageous followers have the courage to challenge. Not only do courageous followers challenge the status quo, they also confront the inappropriate behavior of their leaders. They openly object when bosses demean or abuse employees. And, often at great personal risk, they blow the whistle on those who commit unethical acts.
Proximity and courage are the critical variables in the prevention of the abuse of power.” Ira Chaleff, The Courageous Follower
Courageous followers also have the courage to take moral action. Most notably, when challenging unethical behavior proves futile, courageous followers have the courage to leave. Quitting out of principle takes tremendous courage. But when their leaders fail to uphold the values of their organizations, or they act in unethical or illegal ways, courageous followers head for the door.
If you are a leader in a hierarchical organization and not the CEO, you’re a follower in your own right. By being a courageous follower who fights moral battles and challenges others to be ethical, you’ll establish yourself as a leader with high integrity. And in the process, you’ll be a leader that good people will want to follow.
How are you doing in surveying your own level of courage? Do you see things that need addressing in your organization? What is stopping you from speaking up? What do you need to bring your comfort level to point of acting when something is going askew?
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George Brymer is author of Vital Integrities and the creator of
The Leading from the Heart Workshop®.
He can be reached at [email protected]
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Moral courage is more important that integrity to me – if you have moral courage, you have the gravitas to act, despite the personal hit you take to do so. Integrity must be backed up with moral courage to be a personal character asset.
Holding an unpopular ‘right’ stance is very difficult to do well. I think corporate directors have a serious professional, moral, legal and social responsibility to be strong and moral persons. Organizations must start to take a zero tolerance for bullying and career/outcome submarining in addition to harassment or face the reputation risk of harboring leaders who leave a wide and costly wake.
Amen! More courageous leaders are needed. They are a breed unto themselves. Good prevails – of that I am convinced. It sure doesn’t seem like it though – at times. Especially since our headlines are plagued with unscupulous behavior of those at the top and then they feign ignorance. Its just downright sad and makes me take a stronger stance.
George – Wonderful post and great points about the need for followers to have the courage to speak up and the strength to take moral action when needed.
I’m curious, I’ve seen organizations where the leaders publically asked for followers to speak up, question and to take moral action…but in practice, have worked to ridicule, punish and even fire those followers who actually demonstrate such courage.
In these trying economic times, what do you offer to those followers who have the courage – but know that their job may be lost as a result? Is it better to work from within to slowly make changes by working quietly OR to speak up directly and risk being let go?
Great thoughts! I offer a salute to all those courageous followers who have taken moral action 🙂
Dr. David B. DeHaven
Great question, David. Let me draw on my own experience for an answer.
I’ve worked for some really bad managers in my career. There were those who micromanaged; those who led by intimidation; and those who encouraged initiative taking but shot down anyone who took it. I persevered despite their demotivating leadership styles. Looking back now, I realize that these weren’t bad people. They were just bad managers.
But one day, after nineteen years at a company I loved, I began reporting to an unethical boss. He didn’t think twice about bending the rules. What’s more, he expected unquestioning support for his actions from those who reported to him. When it came time to stand up to him, I found myself standing alone. So I left.
What was the final straw? What distinguished the ineffective managers for whom I had worked and my last boss? Unlike those leaders who were simply bad managers, this one was a bad person. Although there’s always hope that a bad manager can become a better leader, there’s little chance of redeeming a bad person.
My response to your question is this: Stay with your bad managers–maybe you can help them get better. But when your leader is a bad person, leave immediately!
Dear George
Could not agree more with you.
Recently, I also happened to undergo a similar situation where I was called in by a Group President of a Company to come as a subject expert & help make a difference. My role was to create the philosphy & give direction to that area of the organisation.
Started well in the right direction but then due to the Group President leaving & a re-shuffle in Top Management found myself reporting to Managers whom I had been called upon to make the difference (& unfortunately their understanding of subject was at the peripheral level).
Could not imagine how the Leadership would survive if performance goes from bad to worse & hence continued my efforts towards trying to make a difference. My Philosphy/authority was questioned at every step; my JD altered to supervise roles much senior to me & my team-members given varied directions.
On sharing the declining performance with the CFO, I was issued a memo for insubordination. Ultimately resigned in these bad times & am looking out for options since 1.5 months, now.
I do feel I have grown stronger & this step – though appears to be a drag on my career path, at the moment – will help me grow better.
P.S. in the new structure, the Managers have also seen their roles decimated.
An EVP I know said to me once: “you can alway tell a true leader, because when he goes in the wrong direction, his followers say; “excuse me but that is the edge of cliff, don’t go that way. The false leader when he heads in the wrong way, they say GO! GO FAST! Moral responsiblity calls us to try to wake up those heading in the wrong way. If they are commited to a “crooked path” surely do not follow them.
Wow, what wonderful and courageous comments. After having read most of them, I’ve come to the conclusion to pray before reacting, then act courageously. It takes a fierce dependence on God to to question someone/anyone on their decisions especially leaders, pastors and other authority figures, because it may mean I lose my job, or my “status” or something I give value to. Just because I do the right thing does not mean I get a pat on the back or a happily ever after, it just means I did the right thing.
Thanks,
Rosie
“Leading from behind” can be an extreme act of courage- that is, acting in line with our core values regardless of our “position” and the potential outcome of leading the leader. Sometimes we are compelled to “lead our managers” but as noted above, when leading the leader becomes futile, it may be time to review and revise your position and move on.