At the point when untrustworthy practices happen in an association, high-positioning people at the highest point of the chain of command are required to quit wrongdoing and divert the association to a more fair way this is, to take part in principled difference. Curiously, high-positioning people were more averse to see their gathering’s conduct as unscrupulous with respect to lower-positioning gathering individuals. Thus, albeit high-positioning people are better empowered mentally and politically to take part in principled difference, they may neglect to do as such in light of the fact that they see no issue with their association’s untrustworthy practices in any case.
- In most organizations, leaders are expected to monitor – and stop – unethical practices taking place under their watch. But history is full of examples of high-ranking leaders who turned a blind eye to illegal or unethical behavior.
- In a new study, psychological scientists found evidence that obtaining a higher rank within an organization may prompt people to overlook unethical behavior.
- But Kennedy and Anderson hypothesized that occupying a high-ranking role within an organization might cause people to identify more strongly with their organization and thus “they fail to see unethical practices as being wrong in the first place.”
““Consequently, although high-ranking individuals are better enabled psychologically and politically to engage in principled dissent, they may fail to do so because they see no problem with their organization’s unethical practices in the first place,” the researchers conclude.”