The dictionary tells us that integrity is one of two things – honesty and adherence to a strong moral code and the state of being whole and undivided. This word has often been applied to leadership as has the word ‘authentic’ meaning real and true.
When we look around our world today we may struggle to see these lofty concepts being upheld by public leaders and maybe even leaders closer to home in our work lives. Economic challenges leading to companies seeming to take advantage by rushing to increase costs whether justified or not, war creating an umbrella for so many more cynical policies across the board – social, political, economic.
What creates the struggle with honesty, morality, ethics and truth in leadership? On the one hand, we know that there can be many competing forces at play within the complexity of situations faced by leaders, meaning that people can’t always be open in every moment. Chances are we are usually able to accept non-disclosure in certain situations – for example where there is a genuine threat of danger/harm and so on.
However, what is becoming less and less acceptable, as we increasingly shine the light on a higher standard for leadership, is the behaviour of some leaders who have expanded their domain of power and their view of what is right for the whole, beyond acceptable limits, in turn risking arrogance and hubris. Equally unacceptable are the politics and competition that infect leadership bringing a loss of adherence to any sense of moral compass. In combination these behaviours cloud any moral and ethical qualities that may be present leaving us doubting the integrity of many leaders.
Whilst it would, of course, be naive to think that leadership of any complex organism is easy we have a right to expect and indeed a duty to demand that any positional leader is called to act from a place of integrity and should be held to account accordingly. We can no longer be lazy about this, the stakes are too high. We can no longer mutter and complain with friends, we have to act.
We may feel powerless to affect change at the top but choosing to embrace the fundamentals of a decent moral code, honesty and truth seems to be a powerful place for each one of us to start. Seeing ourselves creating and connected to a network of leaders who really choose to be held accountable for these fundamental qualities in and of itself is a basis of action. As we know, role modelling is one of the most powerful actions we have as leaders.
If we see any leader behaving in a way that leaves us questioning their integrity we need to open the conversation with them through whatever means we can. Not accusing but opening a discussion – discovering more in the spirit of holding all of us to a higher standard where the tough issues are discussed openly. The conundrums and paradoxes are put on the table, the leaders engage others and seek to clarify the underpinning values within the changes facing us rather than) seeking expedient, self-serving/self-protective choices.
Isn’t it time to make leadership integrity more than a buzz word in the leadership development world?