tag:theconversation.com,2011:/global/topics/ethical-leadership-37985/articlesEthical leadership – The Conversation2022-11-16T23:46:15Ztag:theconversation.com,2011:article/1931962022-11-16T23:46:15Z2022-11-16T23:46:15ZParliament is not a normal workplace – anti-bullying policy must start with ethical leadership and accountability<figure><img src="https://images.theconversation.com/files/494984/original/file-20221114-43015-xs1ltp.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">GettyImages</span> </figcaption></figure><p>Three years after a scathing report into bullying and harassment in parliament, a new review of <a href="https://www.reuters.com/world/asia-pacific/new-zealand-assess-progress-vs-workplace-bullying-parliament-2022-10-14/">workplace culture in the Beehive</a> is due to land before the end of this year.</p>
<p>Speaker Adrian Rurawhe has asked consultant Debbie Francis to investigate whether there’s less bullying and harassment in parliament since Francis delivered her first report in May 2019.</p>
<p>The <a href="https://www.parliament.nz/media/5739/independent-external-review-into-bullying-and-harassment-in-the-new-zealand-parliamentary-workplace-final-report.pdf">first Francis report</a> included accounts from 100 written submissions, 200 interviews and 42 focus groups. Francis made more than 80 recommendations to improve the workplace, including suggesting a new review three years after the fact. </p>
<p>In announcing the review, Rurawhe said <a href="https://www.parliament.nz/en/visit-and-learn/how-parliament-works/office-of-the-speaker/press-releases/review-of-parliamentary-workplace-culture-improvements-announced/">significant improvements had been made</a>. But allegations of bullying have continued, including against <a href="https://www.rnz.co.nz/news/political/474810/labour-mp-anna-lorck-in-leadership-training-after-bullying-accusations">Labour MP Anna Lorck</a> and <a href="https://www.stuff.co.nz/national/politics/300715341/gaurav-sharma-says-he-has-resigned-as-an-mp-triggering-byelection">former Labour MP Gaurav Sharma</a>.</p>
<p>Of course, parliament is not unique in having to tackle this issue. New Zealand in general has a problem with workplace bullying. Research in 2009 found almost <a href="https://www.massey.ac.nz/massey/fms/Massey%20News/2010/04/docs/Bentley-et-al-report.pdf">one in five</a> people had experienced bullying in the workplace, ranking New Zealand <a href="https://www.newshub.co.nz/home/new-zealand/2020/06/workplace-bullying-the-disturbing-scale-of-a-problem-that-s-costing-new-zealand-as-much-as-1-billion.html">second-worst</a> in the developed world.</p>
<p>However, I would argue there are distinct factors in parliament that foster a culture of bullying. The new review, and the “<a href="https://www.parliament.nz/en/visit-and-learn/how-parliament-works/office-of-the-speaker/press-releases/review-of-parliamentary-workplace-culture-improvements-announced/">Parliamentary Culture Excellence Horizon</a>” being developed, must address these factors to create a healthy work environment and set an example for other industries.</p>
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<img alt="Man wearing mask being interviewed by press." src="https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/495172/original/file-20221114-13-rrnzgl.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Former Labour MP Guarav Sharma accused party leadership of bullying but was himself accused of bullying his staff.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com.au/detail/news-photo/labour-mp-dr-gaurav-sharma-arrives-prior-to-a-labour-party-news-photo/1417101828?phrase=Guarav%20Sharma&adppopup=true">Getty Images</a></span>
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<h2>Bullying in parliament and elsewhere</h2>
<p>In the 2019 report, one parliamentary staffer reported:</p>
<blockquote>
<p>My MP would just scream at me, asking for something one minute and then turning around and demanding it five minutes later, when it was clearly a two hour job. </p>
</blockquote>
<p>Verbal abuse also came from peers, as another respondent wrote:</p>
<blockquote>
<p>Colleagues would belittle me, yell at me in front of others, undermine my work. I had peers telling me if I didn’t agree with them, they would make my life miserable, and they did.</p>
</blockquote>
<p>Francis found bullying and harassment were systemic in the parliamentary workplace and unacceptable conduct was too often tolerated or normalised. And the behaviours she identified certainly fit within accepted definitions of the problem.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/what-makes-someone-more-likely-to-be-bullied-at-work-and-how-companies-can-help-them-90305">What makes someone more likely to be bullied at work and how companies can help them</a>
</strong>
</em>
</p>
<hr>
<p>Employment New Zealand <a href="https://www.employment.govt.nz/resolving-problems/types-of-problems/bullying-harassment-and-discrimination/bullying/">defines workplace bullying</a> as:</p>
<blockquote>
<p>Repeated and unreasonable behaviour directed towards a worker or a group of workers that can cause physical or mental harm. Bullying can be physical, verbal, psychological or social. This may include victimising, humiliating, intimidating or threatening a person.</p>
</blockquote>
<p>Physical bullying could be slamming a door in someone’s face. Frequently, workplace bullying is verbal abuse. It can also include isolating someone socially, overloading people with work, and unfair monitoring – also known as micromanaging. </p>
<p>Constant criticism of work is one step further. Spreading malicious rumours behind someone’s back is also bullying. People targeted can become clinically depressed. Some may attempt self-harm or suicide.</p>
<p>Calls to <a href="https://www.sicknotweak.com/2016/10/saying-toughen-causes-harm-good/#">“toughen up”</a> are entirely misplaced and may add to emotional distress. Workers may think they are to blame for causing the bullying because of personal vulnerabilities.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/workplace-bullying-should-be-treated-as-a-public-health-issue-190330">Workplace bullying should be treated as a public health issue</a>
</strong>
</em>
</p>
<hr>
<h2>Leadership and accountability</h2>
<p>The 2019 review focused on two related risk factors specific to the parliamentary environment: a lack of ethical leadership and organisational confusion.</p>
<p>Ethical leadership is <a href="https://www.ibe.org.uk/resource/why-having-a-supportive-ethical-culture-matters-to-employee-wellbeing.html">central to a culture of wellbeing</a>. But serious leadership deficiencies exist in parliament. One respondent to the Francis review noted:</p>
<blockquote>
<p>I’d never speak out about any bad stuff to anyone under any circumstance. As soon as I do, I get branded a troublemaker and branded as disloyal to my boss and the party. Next time the music starts up at election time, there won’t be a chair for me.</p>
</blockquote>
<p>Ensuring ethical leadership in parliament requires specific actions. Empathy – leaders <a href="https://www.forbes.com/sites/tracybrower/2021/09/19/empathy-is-the-most-important-leadership-skill-according-to-research/?sh=225d66d93dc5">putting themselves in the shoes of subordinates</a> – is vital. Candidates for leadership positions must demonstrate that commitment before their appointment. Only then, and in stages, will parliamentary culture change for the better.</p>
<p>As ethical leadership is established, parliament can look at the second risk factor. As the review noted, staff are faced with a “triangular relationship” – the parliamentary service is their legal employer, but the MP they serve
is the day-to-day “boss” directing their work. </p>
<p><div data-react-class="Tweet" data-react-props="{"tweetId":"1272301426446753792"}"></div></p>
<p>In effect, parliamentary staffers may report to two managers. One major challenge in addressing parliament’s workplace culture is that MPs are not accountable themselves to the Parliamentary Service. As one staffer observed: </p>
<blockquote>
<p>Parliamentary Services won’t stand up to members even when they’re in the right on an employment matter. They’re too intimidated by MPs’ status and by the ego of some of them.</p>
</blockquote>
<p>This mixed accountability can compound workplace bullying. And the review also identified a core problem of low accountability, particularly for MPs, who face few sanctions for harmful behaviour. Ethical leadership actively seeks accountability to reveal blind spots.</p>
<p>According to Speaker Rurawhe, most of Francis’ recommendations in the 2019 report have been completed, including appointing an Independent Commissioner, establishing new confidential channels to report issues and progressing a safer work programme.</p>
<p>But to make further progress, the review should plainly establish a new hierarchy, ensuring that parliamentary staffers are no longer accountable to MPs. Instead, staffers should report only to Parliamentary Service managers. In turn, those managers should be explicitly tasked to provide safe spaces by which collusion with bullying will be challenged case by case and eliminated. </p>
<p>Streamlining the managerial hierarchy will raise the flag of intentional cultural change. Statements of intent would then be replaced by tangible organisational actions. It is the minimum parliament can do to prove its commitment to staff wellbeing.</p><img src="https://counter.theconversation.com/content/193196/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Mike Webster does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>A new report on workplace culture in parliament is due before the end of the year. Will it address the systemic and structural factors that make parliament so prone to bullying?Mike Webster, Senior lecturer, University of Auckland, Waipapa Taumata RauLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1705692021-11-02T14:41:14Z2021-11-02T14:41:14ZEconomic reforms won’t fix Zimbabwe’s economy. Ethical leadership is also needed<figure><img src="https://images.theconversation.com/files/429585/original/file-20211101-27-1xnt2k8.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Public transport drivers haggling over currency exchange in Harare, Zimbabwe.</span> <span class="attribution"><span class="source">Jekesai Nikizana/AFP via Getty Images</span></span></figcaption></figure><p>The Zimbabwean economy has continued to experience turbulence, despite having managed to weather a devastating spell of hyperinflation which <a href="https://www.forbes.com/sites/stevehanke/2017/10/28/zimbabwe-hyperinflates-again-entering-the-record-books-for-a-second-time-in-less-than-a-decade/?sh=6a9b67ab3eed">peaked in 2008</a>.</p>
<p>One economic area which has remained a thorn in the flesh for ordinary Zimbabweans has been the volatile currency. The country has struggled to sustain a stable currency. The Zimbabwean dollar (ZWD) was the official currency of Zimbabwe between 1980 and 2009. In the wake of hyperinflation, in 2009, it was retired and the country transitioned to <a href="https://www.investopedia.com/terms/forex/z/zwd-zimbabwe-dollar.asp">a basket of mostly regional but also some global currencies</a>. </p>
<p>In early 2019, the multiple currency regime was replaced by a <a href="https://www.bbc.com/news/world-africa-47361572">new currency</a> which was renamed the Zimbabwe dollar by Reserve Bank of Zimbabwe. It is now the only legal <a href="https://www.lawinsider.com/dictionary/rtgs-dollar">form of tender in the country</a>. </p>
<p>The implication of Zimbabwe’s currency woes has been that the foreign exchange rate has continued to be largely determined by <a href="https://www.dailymaverick.co.za/article/2021-10-19-currency-crisis-and-wrangling-over-exchange-controls-may-undo-early-economic-progress-in-zimbabwe/">a parallel market</a>. This has its deep roots in speculative activities that were rife during the years of hyperinflation and which have persisted.</p>
<p>Pricing of goods has, thus, <a href="https://www.controlrisks.com/our-thinking/insights/economic-interventions-signal-government-deep-in-crisis">continued being dictated by the parallel market</a> and foreign currency has remained in short supply. Speculators continue to engage in activities that rake in quick profits, at the expense of the economy and Zimbabweans. Speculators include influential political figures, big businesses and ordinary individuals. </p>
<p>In a bid to stabilise Zimbabwe’s currency volatility challenges and ease shortages of foreign currency, the Reserve Bank of Zimbabwe introduced the foreign exchange auction system in June 2020. But this didn’t liberalise the foreign currency market, as the bank has interfered in the auction <a href="https://issafrica.org/iss-today/currency-crisis-could-undo-zimbabwes-early-progress">in an attempt to control the exchange rate</a>.</p>
<p>In my view economic reforms alone cannot end the country’s economic crisis. Instead of more economic interventions, Zimbabwean society needs to self-introspect and assist in re-setting the country’s ethical compass.</p>
<p>I am arguing for this approach from a sociological perspective of ethics. My <a href="https://scholar.google.co.za/citations?view_op=view_citation&hl=en&user=sQSjKP0AAAAJ&citation_for_view=sQSjKP0AAAAJ:Tyk-4Ss8FVUC">doctorate</a> focused on the response of the working class in the capital Harare to Zimbabwe’s hyperinflation and political crisis in the 2000s. One of my key findings was that a lot of workers’ ethical principles had been eroded by hyperinflation which required a repertoire of survivalist responses. These sometimes bordered on corruption and speculative activities. </p>
<p>In addition, in my current academic role I’ve had to grapple with the concept of ethics, not only from a research perspective, but also from a broader societal perspective, since it acts as the moral compass that guides our behaviour. Being an ethics pupil has made me re-visit my thesis on Zimbabwe’s unending economic crisis, in addition to proffering possible solutions to this perpetual challenge.</p>
<h2>Ethical regeneration of Zimbabwe</h2>
<p>To keep pace with hyperinflation, a lot of Zimbabweans had to engage in speculative activities. This relied on hoarding commodities which were in short supply in the 2000s. They would often <a href="https://scholar.google.co.za/citations?view_op=view_citation&hl=en&user=sQSjKP0AAAAJ&citation_for_view=sQSjKP0AAAAJ:IjCSPb-OGe4C">re-sell these at inflated prices</a> on the parallel market. This meant that prices of goods continued to spiral, with speculators making a <a href="https://scholar.google.co.za/citations?view_op=view_citation&hl=en&user=sQSjKP0AAAAJ&citation_for_view=sQSjKP0AAAAJ:IjCSPb-OGe4C">quick buck</a>.</p>
<p>This behaviour of making quick money through speculation appears to have become ingrained in Zimbabwean society’s social fabric. Foreign currency traders have continued to operate a parallel foreign currency market, <a href="https://www.emerald.com/insight/content/doi/10.1108/JMLC-06-2021-0056/full/pdf">despite the taming of hyperinflation</a>. In some instances they act on behalf of business and top politicians.</p>
<p>To eradicate the cancerous scourge of speculative behaviour, Zimbabwean society will have to also rely on societal ethical values as happened successfully in Asian countries such as China, Taiwan and Singapore. These countries <a href="https://www.jois.eu/files/13_Lajciak.pdf">blended</a> Confucianism ethics with business practices.</p>
<p>Confucian ethics dictates hierarchical relationships and an identification with social rules. It also emphasises <a href="https://www.jois.eu/files/13_Lajciak.pdf">‘self control of individuals’</a> in their conduct. </p>
<p>If this value of discipline and good conduct were exercised in Zimbabwe’s business ethics, the country’s economic fortunes might change for the better. </p>
<h2>What’s needed</h2>
<p>To kick-start the much needed ethical regeneration of Zimbabwean society political leaders need to take the lead in the fight against corrupt and speculative activities. </p>
<p>Rhetoric that purports to castigate corruption and putting in place economic measures to alleviate Zimbabwe’s monetary woes, will not suffice. </p>
<p>A Thomas Sankara kind of <a href="https://journals.co.za/doi/abs/10.10520/EJC-f764a1944">ethical
leadership</a> is what’s needed. Sankara, the <a href="https://www.amplifyafrica.org/post/meet-africa-s-che-guevara-thomas-sankara">President of Burkina Faso between 1983 and 1987</a> enforced a rule that the country’s political leaders publicly declare their financial assets and wealth before being sworn into office. </p>
<p>Another good model is the US’s approach to <a href="https://www.oge.gov/Web/278eGuide.nsf">asset declarations by politicians</a>. It forces transparency and ability of civil society to have these asset declarations audited. <a href="https://www.transparency.org/en/news/holding-politicians-to-account-asset-declarations#">Transparency International</a> argues that such ethical practice enables citizens to hold politicians accountable.</p>
<p>In addition, a continuous financial audit while in political office should subsequently be mandatory. The Transparency International <a href="https://www.transparency.org/en/news/holding-politicians-to-account-asset-declarations#">chapter in Georgia</a> has been doing this, and this assists in monitoring any unusual variances in politicians’ asset declarations.</p>
<h2>What needs to be done</h2>
<p>The government of Zimbabwe should take a leaf from Sankara’s Burkina Faso by expeditiously arresting and prosecuting individuals found guilty of corrupt and speculative activities, regardless of status in society. </p>
<p>South Korea does this. Corrupt leaders are arrested, <a href="https://www.bbc.com/news/world-asia-55657297">regardless</a> of political or financial clout.</p>
<p>In addition, the Zimbabwe Anti-Corruption Commission should be given the capacity to execute optimally. It’s meant to curb and expose corruption. But it’s blunted by <a href="https://www.newsday.co.zw/2018/12/underfunding-npa-zacc-dangerous-mp/">underfunding</a>. </p>
<p>It is also urgent that the Zimbabwean government should promulgate whistle blower protection legislation. Whistle blowers in the private and public sectors need to be protected.</p>
<p>The government also needs to take steps to improve governance practices in the private sector. The head of the the Zimbabwe Anti-Corruption Commission, Justice Loice Matanda-Moyo, recently claimed that the private sector <a href="https://www.newsday.co.zw/2021/10/private-sector-major-culprit-of-graft-zacc-boss/">was the biggest culprit of corrupt activities</a> in the country. </p>
<p>The Confederation of Zimbabwe Industries and the Zimbabwe National Chamber of Commerce, the major representative bodies of business in Zimbabwe, should insist that every company has an ethics or compliance office. Their mandate would be to ensure ethical business conduct. </p>
<p>And it should be mandatory for all company top executives to issue an ethics statement annually, which reflects on their organisations’ ethics practices, good or bad.</p>
<p>Lastly, creating a society that is ethical in its conduct is a process that takes time. It should include inculcating ethical principles in the schooling system. This would mean that from a young age, Zimbabweans are taught about moral and upright behaviour. A model that is worth emulating is <em>dotoku</em>, or moral education, in the Japanese primary and junior high school education. This was introduced in 2018, and is a <a href="https://toyokeizai.net/articles/-/167166">full-fledged subject with standardised textbooks </a>.</p>
<p>This approach should be attached to other subjects too, such as science and business.</p>
<p>In other words, the word ‘ethics’, should become synonymous with Zimbabwean society’s interactions and behaviour, and not an alien word.</p><img src="https://counter.theconversation.com/content/170569/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Tapiwa Chagonda has previously received funding from the National Research Foundation (NRF). </span></em></p>To kick-start ethical regeneration of Zimbabwean society political leaders need to take the lead in the fight against corrupt and speculative activities.Tapiwa Chagonda, Associate Professor of Sociology & Director of the Centre for Data Ethics at the Institute for Intelligent Systems, University of JohannesburgLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1300642020-02-14T03:56:28Z2020-02-14T03:56:28ZEthical leadership is needed to restore the integrity of Indonesian SOEs<figure><img src="https://images.theconversation.com/files/310642/original/file-20200117-118359-zyyxa.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Pertamina tankers at Kertosono train station.</span> <span class="attribution"><a class="source" href="https://flickr.com/photos/ikhlasulamal/201831311/in/photolist-iQrqc-2gwMLNe-4EjyfT-vmGJx4-cxkZi9-7xqTnX-cxkZBb-uJtJXX-cxkYZ5-cxkYTU-cxm4Vh-cxmaLj-cxkZbN-e3wdev-aWjvqM-e3BSus-5gzfba-5gzfaZ-Zead5F-Z49xqB-2gHdNiU-BiCM1F-vR3ia5-5owDuP-wvz9Wg-2gLMJMB-2gLMJJv-2gLMJLj-2gMJtm6-2gMKdg5-2bWVW1U-2gMJtoA-4av3Q5-qqBffm-NTvq5K-dmh62d-5wxNru-5wxNry-5wxNrw-Bsiy3S-5ZHbji-bKQrEZ-2baNGGL-Gh1Fvn-iQrqd-8ygP8v-PWNXaP-NBndZm-M7JABL-iBR2wu">ikhlasulamal/flickr</a>, <a class="license" href="http://creativecommons.org/licenses/by-sa/4.0/">CC BY-SA</a></span></figcaption></figure><p>Indonesia’s President Joko “Jokowi” Widodo dubbed the country’s state-owned companies as ‘agents of development’. State-owned enterprises (SOEs) are involved in 40% of the country’s infrastructure projects, a priority of Jokowi’s presidency.</p>
<p>But while SOEs play a vital role in providing goods and services in the largest economy in Southeast Asia, corrupt practices still occur within the sector. The newly appointed State-Owned Enterprises Minister Erik Thohir faces a <a href="http://intosaijournal.org/site/wp-content/uploads/2019/04/Eradicating-Corruption-and-SDG16_INTOSAI-Journal-Spring-2019.pdf">challenging task to eradicate corruption and build integrity within state-owned companies</a>. </p>
<p>Last year, no less than <a href="https://www.cnbcindonesia.com/news/20191003185044-4-104308/ini-8-direksi-bumn-di-zaman-rini-soemarno-yang-terjerat-kpk">eight SOE directors have been accused of bribery</a> by the Corruption Eradication Commission (KPK). </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=399&fit=crop&dpr=1 600w, https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=399&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=399&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=502&fit=crop&dpr=1 754w, https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=502&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/310644/original/file-20200117-118319-tnkdiq.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=502&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Basuki</span>
<span class="attribution"><a class="source" href="https://flickr.com/photos/kedubesaustralia/25469541946/in/photolist-ENE4ty-EGKNtn-ENDLQJ-ENDWpJ-DTeQ5o-EGL9u4-EGKJKk-DTeXSN-ioPax9-P7yiNk-MAVHfi-JHBHyV-hzH6Nm-hzJJni-hwp7x9-em3XN5-fzARnw-hwpbDg-hvUz78-NSnc3w-cLwCZh-nfa4cz-hufQuq-Cc6RLy-JmGEj9-V51t6u-P7JTJB-S5A2jC-iZFUsW-P7HnWT-PeCFd9-P7LVwk-EGFo5H-fDAkYw-GXtYmn-MQLQhR-P7yh86-FvXwst-FtE1JN-P8JuuL-EGFoBe-Myg4F9-P55tFL-BSpFS2-GQeFYs-NNKKYb-BShz2d-HGZLu5-SWetjx-GQeFTC">kedubesaustralia/flickr</a>, <a class="license" href="http://creativecommons.org/licenses/by/4.0/">CC BY</a></span>
</figcaption>
</figure>
<p>The entrenched corruption within SOEs can hamper Jokowi’s ambition for these companies to be ‘agents of development’. As of 2019, Indonesia has a total of 142 SOEs. However, only <a href="https://www.cnbcindonesia.com/news/20191202131212-4-119556/ri-punya-142-bumn-tapi-cuma-15-yang-sumbang-besar-ke-negara">15 contributed significantly to the state coffers.</a> </p>
<p>But it’s possible for a public organisation in a corrupt political-economic environment to build integrity. Our recent <a href="https://www.tandfonline.com/doi/full/10.1080/23276665.2018.1515392">research</a> showed that this could be done through the concept of ethical leadership. </p>
<p>Thohir seems to be trying to imbue this concept in the SOE sector through his new appointments of commissioners in a number of state-owned companies. But finding leaders that have a clean record and free from controversy is not easy. </p>
<h2>Ethical leadership</h2>
<p><a href="https://www.victoria.ac.nz/__data/assets/pdf_file/0003/1719471/FC0412_Brian-Picot-%20Chair_FINAL_web.pdf">Ethical leadership</a> refers to the character, behaviour, and decision-making that a leader demonstrates using role modelling, reinforcement, and communication to motivate employees to make decisions and behave by relevant moral values, norms, and rules.</p>
<p><a href="https://doi.org/10.1080/23276665.2018.1515392">Within and beyond the organisation it</a> plays an important role in fostering and maintaining high organisational integrity. </p>
<p>Ethical leadership is paramount for leading the way to sustainable change in a challenging political and socio-cultural environment like Indonesia, but its guarantee remains an almost impossible undertaking.</p>
<p>Findings and lessons from academic research confirm <a href="https://erl.ucc.edu.gh/jspui/bitstream/123456789/2973/1/%5BAlan_Lawton%2C_Julie_Rayner%2C_Karin_Lasthuizen%5D_Ethi%28BookZZ.org%29.pdf">the importance of ethical leadership for the ethics and integrity of organisations</a>. </p>
<p>To cultivate integrity throughout the organisation, there must be executive managers within it who <a href="https://doi.org/10.1080/23276665.2018.1515392">lead by example and show constant commitment to its integrity program</a>. </p>
<p>Leaders need autonomy to develop and implement integrity programs for their organisation’s, and they need to have the moral courage to persevere in doing this despite stakeholder pressure. </p>
<p><a href="https://doi.org/10.1080/23276665.2018.1515392">Political leadership must support and protect organisations</a> that take integrity seriously to break the cycle of conflicts of interest and the resulting corruption. </p>
<p>SOEs are part of wider networks with opportunistic political, public and private stakeholders. Therefore organisational leaders must get political backing from the highest levels in government, including the Ministry of SOE, to be able to become the desired ‘agents of development’. </p>
<p>For an SOE to be able to function with high integrity and effective achievement of its objectives, ethical leadership needs to be in place on all three levels, <a href="https://doi.org/10.1080/23276665.2018.1515392">i.e. political backing, autonomous leadership at the chief executive level, and ethical commitment on the executive management level so leaders can lead by example</a>. Only when the public can see better ethical performance of public institutions, public trust can be regained.</p>
<h2>Thohir’s choices</h2>
<p>To improve good corporate governance and ethical management practices, Thohir recently appointed individuals who are generally perceived as ‘leaders of anti-corruption’ as commissioners in SOEs. </p>
<p>He appointed former Jakarta governor Basuki “Ahok” Tjahaja Purnama, also known as BTP, a recipient of <a href="https://www.thejakartapost.com/news/2013/10/16/ahok-gets-2013-bung-hatta-anti-corruption-award.html">the Bung Hatta Anti-Corruption Award (BHACA) in 2013</a> as president commissioner of the state oil and gas company (Pertamina). </p>
<p>He also appointed former Corruption Eradication Agency commissioners Chandra Hamzah and Amien Sunaryadi as president commissioner of the State Savings Bank (Bank Tabungan Negara) and the state electricity company (PLN) respectively. </p>
<h2>Controversy</h2>
<p>However, Thohir’s appointments are not free from some controversy. </p>
<p>For instance, While BTP he was governor of Jakarta, he had been accused of involvement in cases such as <a href="https://en.tempo.co/read/761887/ahok-fulfills-kpk-summons-over-sumber-waras-case">alleged corruption in the acquisition of land for a hospital in Jakarta</a> and has been questioned by the police over possible maladministration of <a href="https://www.thejakartapost.com/news/2018/02/26/ahok-questioned-over-reclamation-project.html">Jakarta Bay reclamation project</a>.</p>
<p>Additionally, some people consider BTP for being vulgar in his use of language and consider him arrogant and rude. Some believe that this led to his two-year imprisonment for blasphemy. His supporters believe it was <a href="https://www.nbcnews.com/news/world/jakarta-governor-ahok-jailed-blasphemy-over-viral-video-n756711">a character assassination</a> of a clean governor just before election time. </p>
<p>Chandra once became <a href="https://nasional.kompas.com/read/2014/01/29/1615315/Bela.Tersangka.Korupsi.Hak.Chandra.M.Hamzah">a lawyer for a suspect for corruption</a> in a power plant project after he stepped down from KPK.</p>
<p>The controversy surrounding the new SOE commissioners show that it’s not easy to find ethical leaders. Even the ones with a track record in anti-corruption leadership seem to be struggling with conflicts of interest around them. </p>
<p>It’s still early to see if either BTP, Chandra or Amien can succeed in cultivating integrity within the organisations they are embedded. But with these roles, they have been given a second chance to prove their ethical leadership skills.</p><img src="https://counter.theconversation.com/content/130064/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Dedy Eryanto sedang menempuh Pendidikan Program Doktoral di School of Business and Government, Victoria University of Wellington - New Zealand atas beasiswa dari Lembaga Pengelola Dana Pendidikan (LPDP), Kementerian Keuangan Republik Indonesia</span></em></p><p class="fine-print"><em><span>Iris van Eeden Jones dan Karin Lasthuizen tidak bekerja, menjadi konsultan, memiliki saham, atau menerima dana dari perusahaan atau organisasi mana pun yang akan mengambil untung dari artikel ini, dan telah mengungkapkan bahwa ia tidak memiliki afiliasi selain yang telah disebut di atas.</span></em></p>The new SOE Minister is trying to put ethical leaders into SOEs, but finding leaders that have a clean record and free from controversy is not easy.Iris van Eeden Jones, Research associate Brian Picot Chair in Ethical Leadership, Te Herenga Waka — Victoria University of WellingtonDedy Eryanto, Te Herenga Waka — Victoria University of WellingtonKarin Lasthuizen, Professor, Brian Picot Chair in Ethical Leadership, Te Herenga Waka — Victoria University of WellingtonLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/995292018-07-10T14:32:37Z2018-07-10T14:32:37ZObama’s Mandela lecture comes at an auspicious time for democracy<figure><img src="https://images.theconversation.com/files/226898/original/file-20180710-70051-1vdirya.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Former US president Barack Obama is due to deliver the 2018 Nelson Mandela Annual Lecture in Johannesburg. </span> <span class="attribution"><span class="source">EPA-EFE/Tannen Maury</span></span></figcaption></figure><p>Former US President Barack Obama will aim high with his Nelson Mandela Annual Lecture <a href="https://www.nelsonmandela.org/content/page/annual-lecture-2018">in Johanesburg</a> on July 17th. According to his close adviser and former speechwriter Benjamin J. Rhodes, Obama views this as the most important speech he has given since leaving the White House, one that will set the tone for his <a href="https://www.nytimes.com/2018/04/23/us/politics/obama-mandela-south-africa-speech.html">post-presidency</a>.</p>
<p>Obama must deliver a more ambitious, activist, and forward-looking address than his eloquent remarks at Mandela’s memorial, in <a href="https://www.washingtonpost.com/world/obamas-speech-at-mandela-memorial-mandela-taught-us-the-power-of-action-but-also-ideas/2013/12/10/a22c8a92-618c-11e3-bf45-61f69f54fc5f_story.html?utm_term=.b00054bf67fa">December 2013</a>. That’s because much has changed politically in the five years since then. The world is in a much more precarious place.</p>
<p>Authoritative global indices <a href="https://www.bti-project.org/en/data/rankings/governance-index/">portray</a> dangerous trends of <a href="https://freedomhouse.org/article/democracy-crisis-freedom-house-releases-freedom-world-2018">democratic decline</a>. Principles of tolerance, inclusivity and the rule of law, abiding commitments that defined Mandela’s life, are under assault in <a href="https://infographics.economist.com/2018/DemocracyIndex/">other nations</a>, from South Africa the US to Poland.</p>
<p>And, as Rhodes notes:</p>
<blockquote>
<p>There’s an enhanced sense of tribalism in the world. </p>
</blockquote>
<p>It is therefore an auspicious time for Obama to speak about the lessons of Mandela’s life and leadership. The centennial anniversary of Mandela’s birth provides the opportunity for someone of Obama’s standing to encourage awareness about Mandela’s enduring relevance in the <a href="https://infographics.economist.com/2018/DemocracyIndex/">endless struggle</a> to sustain democracies. </p>
<p>Drawing on Mandela’s legacy, Obama can help the world better understand the nature of the threats to all democratic experiments. This includes correcting and preventing corruption and abuses of power. </p>
<p>A new book on <a href="http://www.eisa.org.za/pdf/sym2017papers.pdf">state capture</a>, published by the Johannesburg-based Electoral Institute for Sustainable Democracy in Africa, offers ample evidence of the threats facing countries. It includes country studies of South Africa, Kenya, Zimbabwe and Madagascar, plus chapters on state capture in post-communist European countries and in the US. </p>
<p>The diversity of case studies points to a common danger: The diversion of public funds for private gain. Dictators can do this at will. Those who are elected democratically face obstacles. They must subvert democratic norms and hollow out state institutions, all the while obscuring their real purposes, often exploiting populist fears and resentments. </p>
<p>Mandela, who survived apartheid to create a legitimate constitutional democracy where no one is above the law, with legal rights enshrined for all, embodies the values that are the only reliable protections against the subversion of the democratic project through state capture.</p>
<h2>Democracies under threat</h2>
<p>Justice Albie Sachs, one of the country’s first constitutional court judges, comments in the book’s foreward:</p>
<blockquote>
<p>The South African Constitution not only aimed for perfection. It required us to guard against corruption. We needed to guard against ourselves. </p>
</blockquote>
<p>As a transitioning democracy, South Africa proved vulnerable to “state capture”. But a more potent combination of a free press and independent constitutionally created institutions, including the Office of Public Prosecutor and Independent Electoral Commission, were effectively vindicated by the Constitutional Court. The electoral commissions’s capacity to ensure free and fair elections in which the ruling party might lose ins majority unless corruption can be credibly curtailed may have been the tipping point. </p>
<figure class="align-right ">
<img alt="" src="https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=237&fit=clip" srcset="https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=829&fit=crop&dpr=1 600w, https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=829&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=829&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=1041&fit=crop&dpr=1 754w, https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=1041&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/226901/original/file-20180710-70069-1dtp8hk.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=1041&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Nelson Mandela, liberation struggle icon and first president of post-Apartheid South Africa.</span>
<span class="attribution"><span class="source">ILO</span></span>
</figcaption>
</figure>
<p>In Zimbabwe “state capture” became more entrenched and typical of authoritarian electoral states that threaten democratic transitions and consolidation in many post-colonial states. The Zimbabwean Electoral Commission violated electoral law and process with protection provided by the courts and the security sector, which had long ago been corrupted and captured by the ruling oligarchy. </p>
<p>But no democracy is ever secure, even the US. That case study points to historic and current examples of how oligarchs masked as patriots and democrats can exploit the fears and resentments of key constituencies to win elections, disarm democratic protections, and divert public resources to the privileged few. </p>
<p>Co-editors of “State Capture in Africa,” Melanie Meirotti and Grant Masterson, ask if the concept of state capture as it has come to be known in South Africa, the US and post-communist countries, is also useful in the modern African context. They conclude that it is. But sustainable democracy requires constant effort. The book ends with Abraham Lincoln’s timeless advice to Americans:</p>
<blockquote>
<p>You have a democracy, if you can defend it.</p>
</blockquote>
<p>Mandela’s service to South Africa exemplifies the same spirit. And I will be surprised if this idea is not at the core of Obama’s address on Tuesday. </p>
<h2>New generation of leaders</h2>
<p>Obama will use the occasion to motivate a new generation of political leaders. His primary audience will therefore be young people. As his speech writer notes: </p>
<blockquote>
<p>Our unifying theory is that the best way to promote inclusive and democratic societies is by empowering young people in civil society.</p>
</blockquote>
<p>The Obama Foundation will convene 200 young African leaders in Johannesburg during the week prior to Obama’s address to study and debate Mandela’s legacy and <a href="https://www.opportunitiesforafricans.com/obama-foundation-africa-leaders-program-2018-for-young-africans/">leadership attributes</a>. Selected from among 10,000 applicants, they are a vital regional component in the foundation’s broader goal to help develop future leaders among <a href="https://news.uchicago.edu/story/uchicago-obama-foundation-announce-program-emerging-leaders-around-world">Millennials - those aged 24-40</a>. They must be ready to sustain democracies amid growing unrest created by uncontrolled migrations, epidemics, famine, state failures, and climate change. </p>
<p>One attribute of Mandela’s leadership Obama <a href="https://www.washingtonpost.com/world/obamas-speech-at-mandela-memorial-mandela-taught-us-the-power-of-action-but-also-ideas/2013/12/10/a22c8a92-618c-11e3-bf45-61f69f54fc5f_story.html?utm_term=.705e7b49fc53">emphasised</a> in 2013 will deserve repeating to this audience: </p>
<blockquote>
<p>Madiba insisted on sharing with us his doubts and his fears; his miscalculations along with his victories. “I am not a saint,” he said, “unless you think of a saint as a sinner who keeps on trying”. And that’s why we learned so much from him, and why we can learn from him still. For nothing he achieved was inevitable. </p>
</blockquote>
<h2>Recipe for resilience</h2>
<p>Obama emphasised in his 2013 memorial remarks:</p>
<blockquote>
<p>Mandela taught us the power of action, but he also taught us the power of ideas; the importance of reason and arguments; the need to study not only those who you agree with, but also those you don’t agree with… Mandela [also] demonstrated that action and ideas are not enough. No matter how right, they must be chiselled into law and institutions. He was practical, testing his beliefs against the hard surface of <a href="https://www.washingtonpost.com/world/obamas-speech-at-mandela-memorial-mandela-taught-us-the-power-of-action-but-lso-ideas/2013/12/10/a22c8a92-618c-11e3-bf45-61f69f54fc5f_story.html?utm_term=.705e7b49fc53">circumstance and history</a>.</p>
</blockquote>
<p>We can expect Obama to propose practical ways to achieve this and for sustaining our democracies, ensuring that Mandela will inspire democrats of all ages everywhere.</p><img src="https://counter.theconversation.com/content/99529/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>John J Stremlau is a on the Board of the Electoral Institute for Sustainable Democracy in Africa (EISA) and authored a chapter in the EISA book cited in this article. </span></em></p>Drawing on Mandela’s legacy, Obama can help the world better understand the nature of threats to democracy.John J Stremlau, Visiting Professor of International Relations, University of the WitwatersrandLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/966692018-06-10T08:54:26Z2018-06-10T08:54:26ZMandela centenary: South Africans must not let trifles undermine his legacy<figure><img src="https://images.theconversation.com/files/221789/original/file-20180605-119888-6yrt84.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Nelson Mandela embodied South Africa's long, arduous journey to freedom and equality.</span> <span class="attribution"><span class="source">UN Photo/Eskinder Debebe</span></span></figcaption></figure><p>This year marks a century since liberation struggle hero and global statesman Nelson Mandela was born. Throughout 2018, celebrations and events are being <a href="https://www.nelsonmandela.org/nelson-mandela-100">held in his honour</a>.</p>
<p>The centenary is a good chance for South Africans to reflect on Mandela’s selfless leadership, which embodies the country’s odyssey towards a better society. He is one of those, to paraphrase the Tanzanian author Issa Shivji, whom history continues to remember because his “ideals and actions remained <a href="https://africasacountry.com/2018/05/revolutionary-intellectuals">aligned with the people”</a>.</p>
<p>A better society is about harmonious coexistence, where equality is the organising principle; and all have a fair chance at opportunities to enhance their well-being. Mandela knew that this doesn’t occur by chance, but through a historical process that’s in <a href="https://www.eskimo.com/%7Emsharlow/politics/documents/manifesto.pdf">“perpetual evolution”</a>. His leadership laid a foundation for a better society. </p>
<p>But, over two decades later, <a href="http://www.statssa.gov.za/publications/Report-03-10-06/Report-03-10-062015.pdf">poverty and inequality</a> continue to stratify South Africa along racial lines. The country still has a long way go in achieving the ideals he stood for, as enshrined in the <a href="http://www.justice.gov.za/legislation/constitution/SAConstitution-web-eng.pdf">Constitution</a>. </p>
<p>Mandela’s imaginative foresight in leading the country to democracy is distinctly indelible in history. That’s why it’s worth repeating as part of the centennial celebrations of his life and legacy, lest trifles trump history and spawn national amnesia.</p>
<h2>The meaning of Mandela</h2>
<p>Mandela’s essence lay in service to humanity. In the parlance of the theory of the state, he represented the “whole”, <a href="https://books.google.co.za/books/about/The_Making_of_the_Modern_State.html?id=uT3IAAAAQBAJ&redir_esc=y">“not (his) own personal will”</a>. This was an exception to many post-colonial African leaders’ rule. His struggle for justice was always altruistic, pursued for the good of humanity.</p>
<p>After many years of colonialism and apartheid, democracy finally became the principle of organising South African society in 1994. Mandela’s incarceration for 27 years after being convicted of terrorism was not in vain. History has vindicated him: the United Nations later declared <a href="http://www.sahistory.org.za/article/history-apartheid-south-africa">apartheid</a> a <a href="http://legal.un.org/avl/ha/cspca/cspca.html">crime against humanity</a>. The policy of racial segregation and oppression could not be sustained, and was dismantled to give way to <a href="http://overcomingapartheid.msu.edu/unit.php?id=65-24E-6">inclusive democracy</a>.</p>
<p>The hallmark of this was his inauguration as the first black democratically elected president of South Africa. This earth shattering moment marked the intersection of fate with choice, where – in the words of the former prime minister of India Jawaharlal Nehru –</p>
<blockquote>
<p>the soul of a nation, long suppressed, finally <a href="https://www.americanrhetoric.com/speeches/jawaharlalnehrutrystwithdestiny.htm">found utterance</a>. It enhanced the profundity of a nation’s history, following its tryst with destiny.</p>
</blockquote>
<h2>Tale of two speeches</h2>
<p>Mandela’s <a href="http://www.anc.org.za/content/statement-nelson-mandela-his-inauguration-president">inaugural speech</a> powerfully instilled in the new South African nation optimism about its future. Its major thread was reconciliation and unity. </p>
<p>The speech secured the commitment to cross the Rubicon to democracy. It was a corollary of one he made in 1964, which galvanised national consciousness about the insidiousness of the apartheid system and the significance of the struggle for a democratic society. </p>
<p>The two speeches were made in different historical epochs in the fight against racial oppression. Both show the same imagination of humanity’s future, where social equity as a function of equality is the organising principle for common existence.</p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=375&fit=crop&dpr=1 600w, https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=375&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=375&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=471&fit=crop&dpr=1 754w, https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=471&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/221772/original/file-20180605-119875-1qug6mm.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=471&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Nelson Mandela, South Africa’s first black president.</span>
<span class="attribution"><span class="source">/Flickr/PresidenciaRD</span></span>
</figcaption>
</figure>
<p>Mandela’s approach in shepherding a fledgling democracy was that – for it to take root – the highest office in the land should represent, <a href="https://www.mercurynews.com/2016/11/14/nov-14-readers-letters-h-l-menckens-words-sum-up-2016-election/">more and more closely, the inner soul of the people</a>. He brought to the office of the president the ideals that shaped his political beliefs. He did not exact retribution against those who had jailed him. Instead, he invited them to work with him in building a non-racial, prosperous society.</p>
<p>This showed the magnanimity of his personality as a leader. He led the task of reconciling South Africans, and allayed the fears of many, especially of the white populace. He created the opportunity for the post-apartheid state to evolve. </p>
<h2>Amnesia and distortions</h2>
<p>But, are the <a href="https://www.iol.co.za/pretoria-news/news/lets-use-mandelas-centenary-to-find-the-madiba-in-each-of-us-13491593">centennial celebrations</a> of Mandela’s legacy being used as the opportunity to adequately tell South Africa’s history – especially for younger generations to understand the painful path traversed by the progenitors of the liberation struggle?</p>
<p>I would argue not, since the falsehood that Mandela <a href="https://www.bloomberg.com/view/articles/2013-12-09/was-mandela-right-to-sell-out-black-south-africans-">“sold out”</a> persists. </p>
<p>The extreme view among mainly young South Africans, inspired by the radicalism of demagoguery, is that Mandela went beyond reaching out to whites during the multiparty negotiations that ended apartheid. This view suggests the concessions he and the ANC achieved amounted to political freedom <a href="https://theconversation.com/why-south-africa-should-undo-mandelas-economic-deals-52767">without economic power</a> – “selling out”. </p>
<p>But this argument is simply wrong. It ignores the context of that time, and is also oblivious of the complexities of what it takes to build a united nation out of a pariah state. The very delicate transition required ingenuity – not populism – to avert the possibility of plunging the country into war. </p>
<p>The concessions made were necessary to secure political stability. The military solution that Mandela’s detractors would have preferred wouldn’t have been an option. Besides the lethal implications of war, the country’s liberation armies wouldn’t have stood up to the apartheid state’s military. </p>
<p>The only option was to dismantle apartheid through negotiations. This had to be done in a way that appealed to many across the political spectrum and colour line. These are facts of history that shaped post-apartheid South Africa thus far. But they do not seem to be fully appreciated. </p>
<p>The centenary of Mandela’s life offers an excellent chance to bring these facts to the fore, once and for all.</p><img src="https://counter.theconversation.com/content/96669/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Mashupye Herbert Maserumule received funding from the National Research Foundation. He is affiliated with the South African Association of Public Administration and Management. He is the Chief Editor of the Journal of Public Administration.</span></em></p>Nelson Mandela’s centenary celebrations provide a chance to debunk the lie that he sold out black South Africans.Mashupye Herbert Maserumule, Professor of Public Affairs, Tshwane University of TechnologyLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/791022017-06-20T21:06:20Z2017-06-20T21:06:20ZFixing a toxic culture like Uber’s requires more than just a new CEO<figure><img src="https://images.theconversation.com/files/174811/original/file-20170620-2627-fpxpjg.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">A toxic corporate culture may begin at the top, but it doesn't end there. </span> <span class="attribution"><span class="source">AP Photo/Eric Risberg</span></span></figcaption></figure><p>In times of organizational crisis, some companies are able to right the ship, while others sink under the pressure. </p>
<p>Recently, Uber has been under fire for a <a href="https://theconversation.com/ubers-dismissive-treatment-of-employees-sexism-claims-is-all-too-typical-73418?sr=6">bad corporate culture</a>, which promoted, among other things, sexism and other forms of toxic behavior. This led to a <a href="https://www.recode.net/2017/6/13/15793732/uber-ceo-travis-kalanick-leave">four-month investigation</a> and pressure from the board for founder and CEO Travis Kalanick to <a href="http://money.cnn.com/2017/06/13/technology/business/uber-harassment-report/index.html">take an indefinite leave of absence</a>. He <a href="https://www.nytimes.com/2017/06/21/technology/uber-ceo-travis-kalanick.html">suddenly resigned</a> as CEO on June 20 after several major investors demanded he step down. </p>
<p>Unfortunately, Uber is not the only company to come under public scrutiny in recent months for its toxic culture. <a href="http://talkingpointsmemo.com/news/lawyers-allege-toxic-culture-racism-sexism-fox-news-beyond-oreilly-ailes">Fox News</a> and <a href="http://fortune.com/2017/02/28/kay-jewelers-sexual-harassment/">Sterling Jewelers</a> have also been accused of widespread sexual harassment. And other companies, such as <a href="http://www.bbc.com/news/business-34324772">Volkswagen</a> and <a href="https://theconversation.com/how-wells-fargo-encouraged-employees-to-commit-fraud-66615">Wells Fargo</a>, have been in the media spotlight for unethical behavior. </p>
<p><a href="http://abcnews.go.com/Technology/wireStory/uber-chief-business-officer-leave-company-amid-turmoil-47987925">Many</a> have focused on the role of leaders in allowing toxic cultures to fester, which is what led to the ousting of Fox founder Roger Ailes and Kalanick’s departure. While this is certainly a necessary step, it’s not enough. </p>
<p><a href="https://www.researchgate.net/profile/Samuel_Hunter4/publication/257467301_The_susceptible_circle_A_taxonomy_of_followers_associated_with_destructive_leadership/links/53f61b4c0cf22be01c406aab.pdf">Our research shows</a> that companies need also to root out a bad leader’s followers among the rank and file and make other important internal changes. Otherwise, a moral meltdown like Uber’s is likely to happen again. </p>
<h2>Harassment in the workplace</h2>
<p>Sexual harassment is a widespread problem in U.S. workplaces, and its effects are pervasive and corrosive.</p>
<p>It is <a href="https://www.researchgate.net/profile/Remus_Ilies/publication/227604263_Reported_incidence_rates_of_work-related_sexual_harassment_in_the_United_States_Using_meta-analysis_to_explain_reported_rate_disparities/links/09e41513cb1365a57e000000/Reported-incidence-rates-of-work-related-sexual-harassment-in-the-United-States-Using-meta-analysis-to-explain-reported-rate-disparities.pdf">estimated that 58 percent of women in the U.S.</a> have encountered potentially harassing behaviors at work, while 24 percent have experienced sexual harassment. </p>
<p>Victims <a href="http://www.vodppl.upm.edu.my/uploads/docs/dce5634_1299071187.pdf">tend to suffer</a> in many ways, including through lower job satisfaction, damaged physical and mental health and symptoms of post-traumatic stress disorder. Employees who witness sexual harassment at work are <a href="https://www.researchgate.net/profile/Fritz_Drasgow/publication/4819556_Ambient_Sexual_%20Harassment_An_Integrated_Model_of_Antecedents_and_Consequences/links/545bb1310cf249070a7a7b30.pdf">likely to experience</a> the same negative outcomes. </p>
<p>Harassment <a href="https://www.researchgate.net/profile/Remus_Ilies/publication/227604263_Reported_incidence_rates_of_work-related_sexual_harassment_in_the_United_States_Using_meta-analysis_to_explain_reported_rate_disparities/links/09e41513cb1365a57e000000/Reported-incidence-rates-of-work-related-sexual-harassment-in-the-United-States-Using-meta-analysis-to-explain-reported-rate-disparities.pdf">is more likely to occur</a> in organizations in which managers have a lot of unchecked power over lower-level employees, as seems to be the case at Uber and Fox, with their powerful and charismatic founders.</p>
<p>Importantly, these toxic behaviors do not start and stop with those at the top. They may become embedded in the organization’s underlying culture, which begs the question: Once a toxic culture takes hold, what can a company do to reverse it? </p>
<p><a href="https://www.researchgate.net/profile/Laura_Lunsford/publication/304991962_Destructive_Leadership_A_Critique_of_Leader-Centric_Perspectives_and_Toward_a_More_Holistic_Definition/links/579532d208ae33e89f9e77d8.pdf">Our work on toxic leadership</a> demonstrates how toxic, unethical, flawed or otherwise ineffective leaders can do a lot of damage in organizations.</p>
<p>But the damage can also run both ways. Susceptible followers, a lack of checks and balances and other cultural elements can help create or reinforce bad leadership. </p>
<p>Thus, while it is easy to fire leaders when a culture becomes toxic, there are many other factors that must be addressed for true organizational transformation to occur. Our research suggests some best practices for addressing these factors and reversing a culture gone wrong. </p>
<h2>Conformers and colluders</h2>
<p>With respect to followers, there are certain types of individuals who are likely to remain obedient to toxic leaders, turn a blind eye to their behavior and even participate in the leader’s destructive activities. </p>
<p>Based on established theory and research across a wide range of scientific disciplines, <a href="https://www.researchgate.net/profile/Samuel_Hunter4/publication/257467301_The_susceptible_circle_A_taxonomy_of_followers_associated_with_destructive_leadership/links/53f61b4c0cf22be01c406aab.pdf">our recent work</a> proposes five types of followers who are particularly susceptible to the influence of toxic leaders. </p>
<p>We break these groups into two overarching categories: “conformers” (individuals who are prone to obedience) and “colluders” (those who actively align themselves with toxic leaders). </p>
<p>In terms of conformers, “lost souls” are insecure individuals who lack a clear sense of self and who find a sense of identity, purpose and belonging through their affiliation with strong, powerful leaders and their groups. “Authoritarians” are those who rigidly adhere to social hierarchies and tend to simply follow orders, whether ethical or unethical, from senior leaders. </p>
<p>Finally, “bystanders” are fearful individuals who remain silent and turn a blind eye to a leader’s toxic behavior to prevent any negative consequences to themselves. </p>
<p>In terms of colluders, “opportunists” are those who ingratiate themselves with toxic leaders for personal gain, while “acolytes” share the same values, beliefs and goals as the leader. </p>
<h2>What to do with followers</h2>
<p>Importantly, when toxic leaders are replaced, these followers remain. How should organizations deal with each of these follower types? </p>
<p>First, in terms of colluders, it should be obvious that acolytes and opportunists need to be rooted out and let go. Opportunists are sure to put their own self-interests ahead of any ethical concerns and the greater good of the organization, while acolytes are likely to possess the very same values and beliefs that got their leaders into trouble to begin with. </p>
<p>For example, at Uber, those managers who were identified as active promoters of the culture of harassment that was passed down from the top <a href="https://www.theguardian.com/technology/2017/mar/07/uber-work-culture-travis-kalanick-susan-fowler-controversy">should be let go</a>. For the same reason, ex-Fox host Bill O'Reilly had to be fired, given the <a href="https://www.theguardian.com/media/2017/apr/19/bill-oreilly-fox-news-sexual-harassment-board-meeting">many sexual harassment allegations</a> against him. </p>
<p>But companies obviously can’t fire everyone. And so with conformers, employees who are lost souls or authoritarians are at greater risk of blind obedience to those in power – and being co-opted by another bad manager, thereby making it harder to fix the culture. As such, targeted interventions that seek to retrain these individuals must be a primary goal. Because cultures are sticky, these followers will need to be taught to behave in ways consistent with the new culture. </p>
<p>In particular, it is important that they understand the importance of constructively challenging and holding leaders accountable and that these behaviors are rewarded and expected within the new culture. At Uber, employees who were closely aligned with the <a href="http://www.reuters.com/article/us-uber-sexual-harassment-idUSKBN18X2GZ">staffers it fired after the investigation</a> will need retraining to learn the company’s new value structure. </p>
<p>Finally, bystanders need to be empowered to act when they observe malfeasance, given their fears and natural tendency to turn a blind eye to toxic behavior. This means creating clear, nonpunitive methods for reporting bad behavior and training individuals on all issues surrounding effective whistle-blowing. Fox News, for example, had an <a href="https://www.nytimes.com/2017/04/21/business/media/fox-sexual-harassment-hotline-bill-oreilly.html?mcubz=1&_r=0">anonymous hotline for reporting abuse</a>, but few employees felt comfortable using it. The company will need to empower employees like <a href="https://www.forbes.com/sites/clareoconnor/2017/01/11/fox-news-whistleblower-gretchen-carlson-plans-her-next-move/#1ec4392d27f3">Gretchen Carlson</a> – the first to publicly raise the issue of sexual harassment. </p>
<h2>The road to redemption</h2>
<p>Overall, the road to redemption after a scandal or crisis is long and hard. But this may be because most companies think that simply firing the old leader(s) will address the issue. Dealing with their followers throughout the organization is also essential, as is reasserting checks and balances by strengthening board independence. </p>
<p>Past CEOs, such as <a href="https://qz.com/431078/how-ford-ceo-alan-mullaly-turned-a-broken-company-into-the-industrys-comeback-kid/">Alan Mulally of Ford,</a> have demonstrated that you can fix a broken culture. Essential to his success was that he spent a lot of time aligning employees with the automaker’s new values.</p>
<p>We, as the general public, are also important in holding companies accountable. The actions taken in the aftermath of the Uber allegations, for example, may not have occurred if the public shrugged its proverbial shoulders instead of <a href="http://fortune.com/2017/02/24/uber-users-deleting-app-hurting/">deleting the app</a> from their phones.</p>
<p>So although toxic companies need to do the bulk of the legwork in terms of regulating themselves, we can all play a role in driving more inclusive workplaces worldwide.</p>
<p><em>This article has been updated to reflect the resignation of Uber CEO Travis Kalanick.</em></p><img src="https://counter.theconversation.com/content/79102/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Katina Sawyer owns and operates K. Sawyer Solutions, LLC, a consulting firm that specializes in selection, assessment, leadership development and diversity in organizations. Katina Sawyer receives funding from National Science Foundation and Society for Human Resource Management. She is affiliated with Dawn's Place, The Philadelphia Society for People and Strategy, Women of Tomorrow, Women's Way, and Women's Resource Center. </span></em></p><p class="fine-print"><em><span>Christian Thoroughgood does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Ethical scandals at Uber and Fox have focused attention on the leaders of the organizations, but the problems of a toxic culture often embed deep within an organization.Katina Sawyer, Assistant Professor of Psychology, Villanova UniversityChristian Thoroughgood, Assistant Professor of Psychology and Human Resource Development, Villanova UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/769722017-06-02T19:22:25Z2017-06-02T19:22:25ZScandals at Uber and Fox show dangers of letting macho cultures run wild<figure><img src="https://images.theconversation.com/files/171894/original/file-20170601-25689-81pb22.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Macho men?</span> <span class="attribution"><span class="source">AP Photo</span></span></figcaption></figure><p>Most of us have probably seen the <a href="https://www.youtube.com/watch?v=YB0A3KkmY-s">video</a> of Uber founder and CEO Travis Kalanick scolding one of his own drivers, cursing and lamenting that “some people don’t like to take responsibility for their own shit.”</p>
<p>Fox News, meanwhile, continues to reel from a cascade of <a href="http://money.cnn.com/2017/04/20/media/fox-news-sex-harassment">sexual harassment</a> allegations and charges that its corporate culture demeans women, leading to the <a href="https://www.usatoday.com/story/money/2016/07/21/ailes-steps-down-fox-news-ceo-after-sexual-harassment-lawsuit/87402864/">ouster</a> of founder Roger Ailes and star <a href="https://www.nytimes.com/2017/04/19/business/media/bill-oreilly-fox-news-allegations.html?_r=0">Bill O’Reilly</a> following an exodus of advertisers.</p>
<p>What do these anecdotes have in common? These are more than just manifestations of men behaving badly. They are expressions of hyper-masculine values emanating from the top and shaping the culture down to the bottom.</p>
<p>I have studied gendered, macho cultures and the role <a href="https://www.amazon.com/Discourse-Leadership-Appraisal-Bert-Spector/dp/1107049784/ref=sr_1_1?ie=UTF8&qid=1496345925&sr=8-1&keywords=bert+spector">top leaders</a> play in imposing and perpetuating them. Such cultures are harmful to organizations and their employees in many significant ways. </p>
<h2>Importance of culture</h2>
<p>Corporate culture has been recognized by <a href="https://www.amazon.com/Corporate-Culture-Performance-John-Kotter-ebook/dp/B0033C58EU/ref=la_B001H6NM1K_1_11?s=books&ie=UTF8&qid=1496408598&sr=1-11">scholars</a> and <a href="https://www.amazon.com/Elephants-Dance-Inside-Historic-Turnaround/dp/0060523794/ref=mt_hardcover?_encoding=UTF8&me=">executives</a> as a powerful force for shaping the behaviors of employees at all levels. “Culture is not the most important thing,” observed Jim Sinegal, Costco’s co-founder, “<a href="https://www.fool.com/investing/general/2013/08/21/costco-leader-culture-is-not-the-most-important-th.aspx">it’s the only thing</a>.” </p>
<p>Indeed, high-performance organizational cultures can help propel companies to <a href="https://www.forbes.com/sites/chriscancialosi/2015/06/15/how-exceptional-companies-create-high-performance-cultures/#2ebc70515fd1">great heights</a>. A solid strategy and superior products are required, of <a href="https://www.inc.com/magazine/201210/leigh-buchanan/why-strategy-matters-most.html">course</a>. But cultural attributes such as trust, respect and openness to diverse opinions are also important for long-term <a href="https://www.amazon.com/Corporate-Culture-Performance-John-Kotter/dp/1451655320/ref=sr_1_1_twi_pap_2?s=books&ie=UTF8&qid=1493237015&sr=1-1&keywords=corporate+culture+and+performance">effectiveness</a>. </p>
<p>Companies as diverse as <a href="https://www.officevibe.com/blog/7-secrets-of-googles-epic-organizational-culture">Google</a>, <a href="https://www.fastcompany.com/1657030/happiness-culture-zappos-isnt-company-its-mission">Zappos</a> and <a href="https://www.forbes.com/sites/stevedenning/2012/04/30/another-workplace-of-the-future-sun-hydraulics/#ce3057573f44">Sun Hydraulics</a> show it can provide significant <a href="https://www.jstor.org/stable/258317?&seq=1#page_scan_tab_contents">competitive advantage</a>.</p>
<p>But not all cultures are benevolent. Some can hurt and even destroy a company. <a href="https://itunes.apple.com/us/book/enron-what-went-wrong/id456958031?mt=11">Enron</a>, for example, collapsed in 2001 <a href="http://www.emeraldinsight.com/doi/abs/10.1108/10878570710745794">under the weight of a culture</a> that prized “making numbers” over long-term performance, with a kind of ruthless lawlessness that emanated from the very top.</p>
<p>A faulty corporate culture can <a href="https://hbr.org/2010/06/the-bp-cultures-role-in-the-gu">encourage short-term advantage</a> at the cost of looming catastrophes, <a href="https://knowledge.insead.edu/strategy/who-killed-nokia-nokia-did-4268">stifle innovation</a>, <a href="https://www.inc.com/erik-sherman/sears-ceo-eddie-lampert-should-stop-reading-ayn-rand.html">foster distrust</a> or <a href="https://hbr.org/2016/10/the-leadership-blind-spots-at-wells-fargo">fuel excessive risk-taking</a>.</p>
<p>In summary: “<a href="https://www.amazon.com/dp/B00Q1Z65UM/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1">Culture</a> trumps everything.” </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/171895/original/file-20170601-25673-1mj3ouj.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">A protest-fueled backlash over sexual harassment allegations prompted advertisers to flee Bill O'Reilly’s show and eventually his firing.</span>
<span class="attribution"><span class="source">AP Photo/Bebeto Matthews</span></span>
</figcaption>
</figure>
<h2>Who wants to be a macho man?</h2>
<p>An especially damaging subset of corporate culture relates to the over-emphasis on macho values.</p>
<p>It wasn’t too long ago that <a href="http://www.pewsocialtrends.org/2017/03/17/the-data-on-women-leaders/#ceos">every CEO of a Fortune 500 company was a man</a>. While things have improved a lot since the era depicted so dramatically in “<a href="http://www.imdb.com/title/tt0804503/?ref_=nv_sr_1">Mad Men</a>,” the macho cultures on display at Uber and Fox powerfully illustrate that it’s still a “man’s world” in some companies. </p>
<p>In such environments, stereotypically masculine <a href="https://is.muni.cz/el/1421/jaro2009/PSB_516/6390561/the_leadership_styles_of_women_and_men.pdf">characteristics</a> such as assertiveness, top-down control, overconfidence, daring and competitiveness are held to be attributes of top performance, <a href="http://www.sciencedirect.com/science/article/pii/S0191308500220042">valued above all others</a>. <a href="https://www.amazon.com/Boys-Baseball-Preadolescent-Original-Paperback/dp/0226249379/ref=sr_1_1_twi_pap_2?s=books&ie=UTF8&qid=1496409014&sr=1-1&keywords=With+the+Boys%3A+Little+League+Baseball+and+Preadolescent+Culture">Winning</a> is pursued as its own end rather than as an outcome of effectiveness.</p>
<p>Conversely, stereotypically feminine characteristics – such as being helpful, kind, sympathetic and nurturing – are diminished as less effective. Despite their powerful <a href="https://hbr.org/2013/08/research-male-leaders-should-think-more-like-women">contribution</a> to the implementation of a company’s strategy, these values tend to be <a href="https://www.amazon.com/Her-Place-Table-Negotiating-Challenges/dp/0470633751/ref=sr_1_1_twi_pap_2?s=books&ie=UTF8&qid=1496349261&sr=1-1&keywords=her+place+at+the+table">unrecognized and unrewarded</a> in a macho culture.</p>
<p><a href="http://journals.sagepub.com/doi/abs/10.1177/1744935912444357">Extensive research</a> into hyper-masculine culture has uncovered unsurprising but nonetheless disturbing patterns of discrimination against women. Uber’s culture provides a dramatic example of this. Offensive sexual references by the boss, <a href="https://www.theguardian.com/technology/2017/feb/21/uber-sexual-harassment-discrimination-scandal">reports of sexual harassment</a> within the company and <a href="https://qz.com/966908/uber-ceo-travis-kalanick-is-the-kind-of-boss-who-works-on-his-laptop-at-a-strip-club/">meetings at strip clubs</a> forced Uber to <a href="http://fortune.com/2017/03/21/uber-internal-investigation/">engage an external investigator</a> to uncover just how widespread this macho dysfunction has spread.</p>
<p>In such cultures, the contribution made by women to the strategic functioning of the company is devalued as “soft,” and promotions become systematically more <a href="https://www.amazon.com/Disappearing-Acts-Gender-Relational-Practice/dp/0262062054/ref=mt_hardcover?_encoding=UTF8&me=">unlikely</a>. </p>
<p>Denied equal opportunity, women with options may simply <a href="http://onlinelibrary.wiley.com/doi/10.1002/cjas.111/pdf">leave</a>. Those who stay often <a href="https://blogs.wsj.com/experts/2015/10/02/beware-a-macho-corporate-culture-that-demoralizes-women/">curtail their ambitions</a>, <a href="https://www.amazon.com/Handbook-Business-Management-Original-Reference/dp/1848441762/ref=sr_1_1_twi_pap_2?s=books&ie=UTF8&qid=1496350116&sr=1-1&keywords=Handbook+on+Women+in+Business+and+Management">depriving</a> organizations of an indispensable resource, particularly at the higher levels of the executive hierarchy. Men may also flee such a macho culture, as a recent <a href="http://fortune.com/2017/03/20/uber-brian-mcclendon-quits/">string of executive departures</a> from Uber suggests.</p>
<p>The paternalistic, rigid nature of macho cultures can manifest itself in a more general intolerance of differences and a rejection of groups labeled as “<a href="https://www.amazon.com/Outsiders-Sociology-Deviance-Howard-Becker/dp/0684836351/ref=mt_paperback?_encoding=UTF8&me=">outsiders</a>” by the white males who dominate. For example, they are more likely to target both sexual <a href="http://www.emeraldinsight.com.ezproxy.neu.edu/doi/pdfplus/10.1108/02610150510788060">orientation</a> and <a href="http://psycnet.apa.org/?fa=main.doiLanding&doi=10.1037/0012-1649.44.3.637">racial minorities</a>, something that <a href="http://money.cnn.com/2017/04/25/media/fox-news-racial-discrimination-lawsuit/">appeared to be the case</a> at Fox as well. </p>
<p>Beyond damaging morale and leading to the departure of talent, such a reckless disregard for boundaries also threatens the long-term viability of a company, placing it at financial and legal risk.</p>
<h2>Where culture comes from</h2>
<p>Those of us who study leadership and culture have long recognized that the values, behaviors and decisions of an organization’s <a href="https://www.amazon.com/Organizational-Leadership-Jossey-Bass-Business-Management/dp/1119212049/ref=sr_1_1?s=books&ie=UTF8&qid=1493232723&sr=1-1&keywords=edgar+schein+organizational+culture+and+leadership">leaders</a> exert the most powerful force in shaping cultural values – that is, what behaviors they reward and punish; where they assign the company’s financial assets; and, perhaps most importantly, how they <a href="https://hbr.org/2016/10/leaders-can-shape-company-culture-through-their-behaviors">behave</a> themselves.</p>
<p>When our leaders are running around berating and sexually harassing their employees, we clearly have a problem. But what can we do about it when the man at the very top of our society <a href="https://www.usatoday.com/story/news/nation-now/2015/09/10/trump-fiorina-look-face/71992454/">dismisses women opponents based on their looks</a>, <a href="http://www.telegraph.co.uk/women/politics/donald-trump-sexism-tracker-every-offensive-comment-in-one-place/">rates women on their sexual attractiveness</a> and <a href="http://www.npr.org/2016/10/07/497087141">brags about assaulting them</a>?</p>
<p>This is what begins to normalize such abhorrent behaviors in our business organizations and broader society. Everyone must be held accountable, of course, but we can start by acknowledging the special role and particular responsibility of those who sit at the top.</p>
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<p><a href="http://aom.org/">Bert Spector is an Academy of Management Scholar</a></p>
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<p class="fine-print"><em><span>Bert Spector is an Academy of Management scholar.</span></em></p>Recent incidents reveal more than just men behaving badly. They show the consequences when corporate cultures are driven by hyper-masculine personalities at the top.Bert Spector, Associate Professor of International Business and Strategy at the D'Amore-McKim School of Business, Northeastern UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/762442017-04-25T19:42:08Z2017-04-25T19:42:08ZSouth Africa needs moral leaders, not those in pursuit of selfish gain<figure><img src="https://images.theconversation.com/files/166059/original/file-20170420-20054-1ylmoso.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Concerned South Africans disapprove of President Jacob Zuma.</span> <span class="attribution"><span class="source">Reuters/Mike Hutchings</span></span></figcaption></figure><p>South Africa has seen a great deal of progress in many spheres of life since non-racial democracy in <a href="http://www.statssa.gov.za/?p=1760">1994</a>, yet many of its people are still waiting for their hard-won freedom to pay dividends. Economic freedom still eludes them.</p>
<p>Unemployment is <a href="http://www.timeslive.co.za/local/2017/02/14/Slight-decline-in-the-unemployment-rate-Stats-SA">stubbornly high</a> and the redistribution of <a href="https://theconversation.com/south-africa-needs-to-fix-its-dangerously-wide-wealth-gap-66355">wealth</a> and land hasn’t been successful. It seems that the country’s leaders have hijacked this freedom in pursuit of their own <a href="http://www.sowetanlive.co.za/news/2016/04/05/sa-has-been-hijacked-by-people-with-skeletons---masses-of-blacks-will-wake-up-too-late">selfish gains</a>. </p>
<p>Politically exposed <a href="https://www.acts.co.za/financial-intelligence-centre-act-2001/guide_25_definition_of_a_politically_exposed_person_pep_">people</a>, public officials and cronies in the private sector abuse their contacts, positions and influence unashamedly. Social pathologies such as rampant <a href="https://theconversation.com/why-growing-corruption-is-a-threat-to-south-africas-national-security-74110">corruption and state looting</a> are the order of the day. The cult of materialism is destroying the moral fibre of the nation. </p>
<p>What the country needs now is <a href="https://theconversation.com/no-need-to-despair-even-as-the-dream-of-south-africa-feels-like-a-nightmare-76129">moral leadership</a> that brings deep and lifelong changes to individuals and communities. It urgently needs leadership born of sound core values and characterised by accountable management. </p>
<p>There are fortunately well established models that set out what the characteristics of this kind of leadership are. South Africans should draw on these so that they know what it is that makes up moral leadership traits.</p>
<h2>The four key-drives theory</h2>
<p>The late Harvard Business School Professor Paul Lawrence <a href="https://hbr.org/2010/05/moral-leadership-as-shaped-by">says</a> that all animals survive guided by two innate drives, or ultimate motives: firstly to acquire essential resources and offspring; secondly to defend themselves and their property. </p>
<p>Humans have evolved to require two additional drives – to bond in trusting, caring, long-term relationships and the drive to comprehend – that is to learn, understand and create.</p>
<p>According to Lawrence, good moral leaders hold these four drives in <a href="https://hbr.org/2010/05/moral-leadership-as-shaped-by">dynamic balance</a>, weighing and balancing conflicting demands. </p>
<p>He states that the four drives, when expressed as nouns rather than verbs, yield four important core values: prosperity (resources), peace/trust (bond), knowledge (comprehend), and justice (defend). Just as with the drives, the best leaders attend to all four values simultaneously.</p>
<p>Prosperity seeks to improve every citizen’s ability to obtain the necessary resources. Leaders honestly ask what other people are entitled to, and then promote it at all cost. This asks restraint and self-sacrifice, simplicity and contentment. Greedy and power-hungry leaders, who only focus on their own success and enrichment, are in the light of the four key-drives theory, primitive and destructive. </p>
<p>A deviation from this was seen when Brian Molefe, former CEO at Eskom, almost walked away with a R30.1 million <a href="https://businesstech.co.za/news/finance/171595/minister-blocks-r30-million-golden-handshake-for-molefe/">“golden handshake”</a> even though he was at the power utility for only 18 months. This, after he resigned as CEO in November 2016 under a cloud after being fingered in former public protector Advocate Thuli Madonsela’s <a href="http://www.timeslive.co.za/sundaytimes/stnews/2017/04/16/Brian-Molefe-scores-%E2%80%98R30m-payout%E2%80%99-from-Eskom">“State of Capture” report</a>. He is now an MP of the governing ANC.</p>
<p>Justice-based leadership keeps the other person safe, as well as his loved ones and property, protects their names, and preserves their integrity. This kind of leadership tracks fraudsters and criminals and punishes them unashamedly. It doesn’t put a veil over injustice. </p>
<p>And justice is never prioritised in a leader’s interest and or survival. One cannot defend the indefensible. But, in October 2016 South Africa started the process to withdraw from the International Criminal Court (ICC) - an institution designed to hold war criminals to account, and to deliver justice for their victims. </p>
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<span class="caption">Protesters outside the offices of fired finance minister Pravin Gordhan in Pretoria.</span>
<span class="attribution"><span class="source">Reuters/Siphiwe Sibeko</span></span>
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<p>The move was a direct result of the government’s failure in 2015 to arrest Sudanese President Omar al-Bashir as required by the ICC and the country’s <a href="https://theconversation.com/al-bashirs-escape-why-the-african-union-defies-the-icc-43226">laws</a>. But justice triumphed in the end. Earlier this year the government found itself with egg on its face when the Pretoria High Court declared SA’s withdrawal from the ICC unconstitutional and <a href="https://www.dailymaverick.co.za/article/2016-10-21-justice-minister-confirms-icc-exit-and-defends-the-indefensible/#.WPZvG01QhD8">invalid</a>. </p>
<p>Trust that is essential to caring and social cohesion, keeps promises and doesn’t cheat. It acts with respect, honour and recognition, which in turn are important elements for peace, reliability and stability. This asks tremendous courage, because one is often on one’s own, threatened, bullied and even reviled. </p>
<p>Barbara Hogan, anti-apartheid activist, former minister and the widow of struggle veteran Ahmed Kathrada exhibited these qualities when she courageously <a href="http://www.sowetanlive.co.za/news/2017/03/31/barbara-hogan-zuma-has-gone-rogue-he-must-step-down">called Zuma to go</a>. She reiterated Kathrada’s call to Zuma to <a href="https://www.thesouthafrican.com/barbara-hogan-has-delivered-another-powerful-speech-in-this-time-of-turmoil-video/">step down</a> for the good of all South Africans.</p>
<p>Knowledge and expertise to understand one’s world, place and role in it is extremely important. It is to know the importance of speaking truth and acting with integrity. It doesn’t withhold, but discloses. It doesn’t mock, but respects. It doesn’t intimidate, but inspires. It doesn’t manipulate, but motivates. It doesn’t bully, but protects. The larger the island of knowledge and expertise, the longer the coastline of respect, trust and admiration.</p>
<p>But the abnormal has, in some respects, become normal in South Africa. </p>
<p>That’s why parliament continued to maintain that nothing different was done at the state of the nation address earlier this year even when armed soldiers were photographed strategically blocking off areas in the parliamentary precinct, a move criticised as <a href="https://theconversation.com/south-african-soldiers-deployed-for-parliaments-opening-why-this-bodes-ill-72691">unseemly militarisation</a> of parliament. And, footage clearly showed journalists being impeded despite parliament’s official assurances over several days that this <a href="https://www.dailymaverick.co.za/article/2017-02-13-analysis-the-parliaments-new-normal-where-lies-become-truth-and-perception-trumps-fact/#.WPZ-lU1QhD8">would not happen</a>. </p>
<h2>The need for role models</h2>
<p>What South Africa needs are <a href="http://m.ewn.co.za/2016/04/15/Chief-Justice-Mogoeng-warns-SA-needs-to-get-its-act-together">ethical leaders</a> modelling core values, in line with these innate key-drivers. Leaders who have the ability to honestly deal with their own weaknesses. This is not an option, but a <a href="http://ewn.co.za/2016/03/31/National-Assembly-was-duty-bound-to-hold-Zuma-accountable">national imperative</a>.</p>
<p>Fortunately, there are examples South Africans can turn to. Take Chief Justice Mogoeng Mogoeng’s historic judgment last year in the Nkandla case involving the illegal use of millions of public money for upgrades to President Jacob Zuma’s private homestead. Justice Mogoeng said Zuma had breached his constitutional duty by ignoring the Public Protector’s <a href="http://www.timeslive.co.za/politics/2016/03/31/TRANSCRIPT-Judgment-of-the-Constitutional-Court-on-Nkandla">remedial action</a>. Mogoeng’s behaviour displayed high ethical value.</p>
<p>At the moment South Africa is paying a very high price for the lack of moral leadership. This is true in relation to its economy, politics, education, social security, service delivery, and health services because certain influential politicians got stuck in a twisted first drive of <a href="https://www.moneyweb.co.za/news/south-africa/stop-state-capture-business-leadership-sa/">self-enrichment</a> – and bling.</p><img src="https://counter.theconversation.com/content/76244/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Chris Jones does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>South Africa celebrates Freedom Day this week amid growing discontent over misrule by President Zuma and the ANC. This has led to increased calls for ethical and caring leaders.Chris Jones, Academic project leader in the Department of Practical Theology and Missiology, Stellenbosch UniversityLicensed as Creative Commons – attribution, no derivatives.