Dishonest Leadership Is on the Rise

The world is becoming more polarized through misinformation, although many of us consider honesty to be a core value. Recent research has found that dishonest leadership is on the rise. This is not a reflection of sociopathy rates but is instead a reflection of our collective psyche.

Specifically, dishonesty may be tolerated and even valued during conflict. This paradox challenges our understanding of ethical leadership and forces us to confront some uncomfortable truths about our human behaviour.

Why Do We Support Dishonest Leaders?

Intergroup conflict tends to evoke a zero-sum mindset—where people see their group’s success as linked to the failure of others. That is, both sides can't win or compromise; one must win while the other loses. In such scenarios, the focus shifts from long-term objectives like integrity and fairness to immediate goals like winning at all costs. Leaders who prioritize their group's interests, even at the expense of truth, are often seen as more competent and benevolent in the eyes of their followers.

Zero-sum thinking is damaging. For instance, during negotiations, individuals with a zero-sum mindset are more likely to focus on getting concessions than seeking deals that benefit all parties. The immediate satisfaction of "defeating" the other group overshadows the potential for more fruitful, long-term outcomes. This mentality justifies unethical actions and perpetuates a cycle of mistrust and hostility.

When we fear the other side and threats become more salient, people become more willing to sacrifice their long-term values for short-term security. This can result in endorsing leaders who are less than honest. Simply put, if the outgroup is seen as a threat, defeating them takes precedence over maintaining ethical standards. We are seeing this play out in many realms from political elections to organizational rivalries.

Breaking the Cycle

To break the cycle, we need to break zero-sum thinking. One strategy to counteract the rise of dishonest leadership is to shift our emphasis to our group's gains rather than focusing on another group's loss. By shifting attention away from others and towards our values and achievements, we can reduce the sense of threat posed by others.

In addition to de-emphasizing others, focus on long-term wins. One way we can do this is to focus on our values and long-term goals before making decisions. When group members are clear about what they want from their leader and consider their long-term interests, they are less likely to be swayed by the allure of short-term gains promised by dishonest leaders. This approach helps us reduce the temptations of zero-sum thinking.

Remind yourself that you value honesty. You can also remind others of the long-term harm associated with dishonesty. Providing examples where honesty ultimately led to better outcomes, despite initial setbacks, can help reset priorities.

Finally, highlighting win-win solutions can lessen outgroup hostility. When people see that both groups can benefit from a given situation, the emphasis on defeating the outgroup diminishes. This shift in perspective can help refocus attention on the importance of honesty and integrity in leadership.

A Call for Ethical Leadership and Followership

The devaluation of honesty in leadership during times of conflict is a troubling trend that reflects broader societal shifts. As intergroup tensions rise, so too does the appeal of leaders who prioritize short-term gains over long-term integrity. Counteract this trend by understanding it. Shifting the focus to our group's values, fostering a culture of long-term thinking, and emphasizing win-win solutions are essential steps in promoting honest leadership. By taking these steps, we can help ensure that our leaders are chosen not just for their ability to "win" in the moment, but for their commitment to the ethical and sustainable advancement of our values in the long term.