The Leadership Paradox: Why Ethical Flaws May Shape Exceptional Leaders
Is it possible to lead with excellence while still battling our own blind spots? This article dives into the unseen barriers that can sabotage even the most well-intentioned leaders—and reveals how self-awareness, humility, and moral courage can help us rise above them.
Author: Dr. Aria Jones Revised: 2025-Jul-30 Initial Publication: 2019-Aug-11
Exemplary leadership hinges upon ethics due, in part, to the relative process of influence, the necessity to engage followers in pressing toward mutual goals, and leaders’ impact on organizational values (Northouse, 2016, p. 337). Leaders aspiring to be successful and thoughtful, responsible human beings can achieve such through the practice of virtue-based ethics, which involves becoming/being a good person by practicing good values, causing such values to become, over time, a part of themselves (Northouse, 2016, p. 336).
Christian leaders intent upon following Christ’s example will exhibit special sensitivity toward morality and ethics in all areas of life and all of their attitudes and work habits will reflect the Christian value system (Engstrom, 1976, p. 187). A key success factor is intentionality, that is, thinking about how/what we ought to be, yet being (at the point of adequate maturity) what comes naturally, due to the transformed (or renewed) mind (Romans 12:2), which we must allow to inform and direct our decisions and habits (Northouse, 2016, p. 336; Wright, 2010, p. 172). As leaders, we carry an enormous ethical burden along with our heightened responsibility and must be sensitive to the significant effects (i.e.: influence) our words and behaviors may have on others (Northouse, 2016, p. 336).
Often, we may find ourselves in right-versus-right situations, in which we must do one right thing leaving another undone or must do something wrong in order to meet an ethical obligation (Bardaraco, 1997, p. 119). Despite wanting to behave ethically, we might choose what we see as right from our own perspectives, usually based on inveterate biases, unintentionally behaving contrarily to our best ethical intentions, without recognizing the detriments our choice(s) bestow upon others (Bazerman & Tenbrunsel, 2011).
To become more aware of and to surmount our ethical sinkholes or blind spots, we must endeavor to: (1) narrow the gap between our “want” selves and our “should” selves by planning, rehearsing, and thinking more reflectively and analytically on one’s choices, (2) publicly commit in advance to our desired decision, (3) consider the values and principles we believe should guide our decisions, (4) ask ourselves whether we are comfortable divulging our decision with someone we respect, and (5) reformulate our dilemmas into either-or options (Bazerman & Tenbrunsel, 2011, pp. 153-158).
Conclusion & Call to Action
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Sources
Bazerman, M. H. & Tenbrunsel, A. E. (2011). Blind spots: Why we fail to do what’s right and what to do about it. Princeton, NJ: Princeton University Press.
Bardaraco, J. L. (1997). Defining moments: When managers must choose between right and right. Boston, MA: Harvard Business School Publishing.
Engstrom, T. W. (1976). The Making of a Christian Leader. Grand Rapids, Michigan: Zondervan.
Northouse, P.G. (2016). Leadership Theory and Practice (7th ed.). Thousand Oaks, CA: Sage.
Wright, N. T. (2010). After you believe: Why Christian character matters. New York, NY: HarperCollins Publishers.
