Skip to main content
Log in

The Bathsheba Syndrome: The ethical failure of successful leaders

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Reports of ethical violations by upper level managers continue to multiply despite increasing attention being given to ethics by firms and business schools. Much of the analysis of these violations focuses on either these managers'lack of operational principles or their willingness to abandon principles in the face ofcompetitive pressures. Much of the attention by firms and business schools focuses either on the articulation of operational principles (a deontological approach) or on the training of managers to sort their way through subtle ethical dilemmas in the face of competitive pressure (a utilitarian approach). While valuable, these approaches alone are incomplete.

This paper suggests that many ethical violations by upper managers are the by-product ofsuccess — not of competitive pressures. Our research suggests that many managers are poorly prepared to deal with success. First, success often allows managers to becomecomplacent and to lose focus, diverting attention to things other than the management of their business. Second, success, whether personal or organizational, often leads toprivileged access to information, people or objects. Third, with success usually comes increasinglyunrestrained control of organizational resources. And fourth, success can inflate a manager's belief in his or her personalability to manipulate outcomes. Even individuals with a highly developed moral sense can be challenged (tempted?) by the “opportunities” resulting from the convergence of these dynamics. We label the inability to cope with and respond to the by-products of success “the Bathsheba Syndrome,” based on the account of the good King David (a story familiar in a variety of traditions). Recognition of this phenomenon implies that we change or broaden our approach to the teaching of business ethics. It also implies that organizations must re-evaluate and change structures, procedures, and practices which enhance the likelihood of managers falling victim to the Bathsheba Syndrome.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Andrews, K. R.: 1989 (Sept.–Oct.) ‘Ethics in Practice’,Harvard Business Review, pp. 99–104.

  • Arthur, E. E.: 1987, ‘The Ethics of Corporate Governance’,Journal of Business Ethics 6, pp. 59–70.

    Google Scholar 

  • Baxter, G. D. and C. A. Rarick: 1987, ‘Education for the Moral Development of Managers: Kohlberg's Stages of Moral Development and Integrative Education’,Journal of Business Ethics 6, pp. 243–248.

    Google Scholar 

  • Berglas, S.: 1986,The Success Syndrome: Hitting Bottom When you Reach the Top (Plenum Press, New York).

    Google Scholar 

  • Bird, F. and J. A. Waters: 1987, ‘The Nature of Managerial Moral Standards’,Journal of Business Ethics 6, pp. 1–13.

    Google Scholar 

  • Blotnick, S.: 1987,Ambitious Men: Their Desires, Delusions, and Dreams (Viking, New York).

    Google Scholar 

  • Boatright, J. R.: 1988, ‘Ethics and the Role of the Manager’,Journal of Business Ethics 7, pp. 303–312.

    Google Scholar 

  • Brown, M.: 1984, ‘Ethics and Management Style’,Journal of Business Ethics 3, pp. 207–214.

    Google Scholar 

  • Carr, A. Z.: 1970 (July–Aug.), ‘Can an Executive Afford a Conscience?’,Harvard Business Review, pp. 58–64.

  • Duncan, W. J.: 1986, ‘Ethical Issues in the Development and Application of Business and Management Knowledge’,Journal of Business Ethics 5, pp. 391–400.

    Google Scholar 

  • Gellerman, S. W.: 1986 (July–Aug.), ‘Why ‘Good’ Managers Make Bad Ethical Choices’,Harvard Business Review, pp. 85–90.

  • Hosmer, L. T.: 1987, ‘The Institutionalization of Unethical Behavior’,Journal of Business Ethics, pp. 439–447.

  • Kelly, C. M.: 1988,The Destructive Achiever (Addison-Wesley, Reading, MA).

    Google Scholar 

  • Kets de Vries, M. F.: 1989, ‘Leaders Who Self-Destruct: The Causes and Cures’,Organizational Dynamics, pp. 5–17.

  • Konrad, A. R.: 1982, ‘Business Managers and Moral Sanctuaries’,Journal of Business Ethics 1, pp. 195–200.

    Google Scholar 

  • La Bier, D.: 1986,Modern Madness: The Emotional Fallout of Success (Addison-Wesley, Reading, MA).

    Google Scholar 

  • Levinson, H.: 1988, ‘To Thine Own Self Be True: Coping with the Dilemmas of Integrity’, in S. Strivastva and Assoc. (eds.),Executive Integrity (Jossey-Bass, San Francisco).

    Google Scholar 

  • Longenecker, J. G.: 1985, ‘Management Priorities and Management Ethics’,Journal of Business Ethics 4, pp. 65–70.

    Google Scholar 

  • Molander, E.: 1987, ‘A Paradigm for Design, Promulgation and Enforcement of Ethical Codes’,Journal of Business Ethics 6, pp. 619–631.

    Google Scholar 

  • Nielsen, R. P.: 1987, ‘What Can Managers Do about Unethical Management?’,Journal of Business Ethics 6, pp. 309–320.

    Google Scholar 

  • Pastin, M.: 1984, ‘Ethics as an Integrating Force in Management’,Journal of Business Ethics 3, pp. 293–304.

    Google Scholar 

  • Pitt, L. F. and R. Abratt: 1986, ‘Corruption in Business — Are Management Attitudes Right?’,Journal of Business Ethics 5, pp. 39–44.

    Google Scholar 

  • Posner, B. Z. and W. H. Schmidt: 1987, ‘Ethics in American Companies: A Managerial Perspective’,Journal of Business Ethics 6, pp. 383–391.

    Google Scholar 

  • Roberts IV, D. Roberts: 1986, ‘Moral Managers and Business Sanctuaries’,Journal of Business Ethics 5, pp. 203–208.

    Google Scholar 

  • Waters, J. A., F. Bird and P. D. Chant: 1986, ‘Everyday Moral Issues Experienced by Managers’,Journal of Business Ethics 5, pp. 373–384.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Additional information

Dean C. Ludwig is an Assistant Professor of Management and Director of the Center for Family Business at the University of Toledo. His teaching and research focuses one ethical issues in management and marketing. Clinton O. Longenecker is an Associate Professor of Management at the University of Toledo and has published a variety of articles in both academic and professional journals on the topic of performance appraisal and the management of managers. Both have extensive industrial and educational experience and are active management consultants.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Ludwig, D.C., Longenecker, C.O. The Bathsheba Syndrome: The ethical failure of successful leaders. J Bus Ethics 12, 265–273 (1993). https://doi.org/10.1007/BF01666530

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF01666530

Keywords

Navigation