The banality of bad leadership and followership

Abstract

Purpose – The purpose of this paper is to highlight the loss of moral capital incurred by an organization from indifferent or deferential followers of bad leaders. Despite the proliferation of codes of conduct and ethics and compliance programs throughout the business community, the prevalence of malevolence and malfeasance in organizations continues to rise. While a good deal is known about bad leadership, far less is known about bad followership. Design/methodology/approach – The paper draws on recent and seminal research from moral theory, organizational behavior and clinical and social psychology, in analyzing and responding to the collusion and passivity of followers. Findings – The paper provides critical insights into the complementary relationship between bad leadership and followership, and agues that followers in particular have a serious moral case to answer for their complicity. Suggestions are offered for strengthening their capacity to respond. Research limitations/implications – Although research on followership is growing, it is still comparatively newer and more slender than on either management or leadership. Much less is known about the moral behavior of followers, and even less so in relation to its contribution to organizational mischief. Drawing attention to the moral dimension of this facet of organizational deviancy represents both the novelty and limitation of this paper. A more comprehensive account of the immorality of followers awaits further investigation. Practical implications – The paper offers a way of invoking and strengthening private conscience as an effective countermeasure against corporate crime and corruption. Social implications – Wrongdoing is a fact of organizational life. However, it is not confined to life in organizations, and similar dynamics apply in situations where its impact is both low (non-violent) and high (physically violent). Bystanders are faced with the same moral questions whenever the context demands an active response. Originality/value – While both workers and bosses may engage in unethical and unlawful behavior, neither would succeed without followers. Strategies designed to curtail their support serve to reduce the incidence of crime and corruption in the office and elsewhere.