Chapter 10 Leadership and Decision Making in Groups 283However, some leaders use unethical tactics to try to acquire and keep control
over an entire group or individual members within a group. As you’ll recall from
Chapter 8, some people use verbal aggressiveness to try to get what they want or to
“bully” others in online environments. Unfortunately, unethical leaders may also
make use of such bullying tactics, which include harsh criticism, name-calling,
gossip, slander, personal attacks, or threats to safety or job security (Smith, 2005).
Bullying can also include offensive gestures, ignoring, withering looks, or even
just a sarcastic tone of voice. In group situations, a leader might withhold needed
information from group members, exclude them from meetings, or insist on unre-
alistic deadlines or expectations. Unfortunately, such unethical tactics can prove
effective for some leaders. Take chef Gordon Ramsay on the reality TV series Hell’s
Kitchen. Aspiring chefs are split into two teams that are pitted against each other
in challenges while also preparing and serving dinner to a roomful of diners. Ram-
say is very particular about how he wants the food to taste and look. If something
is not up to par, he often screams profanities at the contestant responsible for the
mistake, showing no qualms about insulting contestants’ appearance, ethnicity, or
professional background. Although his anger and derogatory statements are usu-
ally met by a grim “Yes, chef,” and although he may gain the respect of some of
the contestants, some do tire of being abused on a regular basis and break down or
walk out. And although Ramsay has been very successful with his aggressive, bul-
lying style of leadership, few would consider his outbursts to be ethical.
Although Gordon Ramsay’s bullying behavior is aggressive and poten-
tially harmful, it is, at least, transparent. There is little guessing as to what he
wants from his staff or why he punishes them. But some unethical leaders might
use more sinister means to manipulate their subordinates. Consider, for example,
a crime lord who speaks with sweetness and praise but who intimidates by
hinting at violent consequences for those who would challenge his control in a
particular community. On a smaller scale, a supervisor might manipulate
employees by pretending to favor one employee’s position while also making
a “backroom” deal with an opposing employee. Such maneuvering reflects an
unethical leadership style known as Machiavellianism, named for sixteenth-cen-
tury philosopher Niccolò Machiavelli, who advised rulers to use deceit, flattery,
and other exploitative measures strategically to achieve
their desired ends (Becker & O’Hair, 2007; Christie &
Geis, 1970). Machiavellian leaders in groups may, like
bullies, have some success in exerting power and control
but at a cost—they are liked less and have less credibility
(Teven, McCroskey, & Richmond, 2006).
It’s also important to be aware that the very talents
and qualities mentioned earlier that make leaders effective
can also be used for unethical purposes. Some leaders use
their charisma or transformative power for self-serving
purposes (O’Connor et al., 1995; Yukl, 1999) or in pur-
suit of a vision that is morally reprehensible. Consider,
for example, Adolf Hitler and Osama Bin Laden. Both of
these men held visions that were destructive and hateful,
and they possessed the personal charisma to motivate
others to work toward their vision—resulting in some of
the most notorious acts of evil in human history.
MACHIAVELLIAN
MOBSTER Don Corleone
from The Godfather may
outwardly seem like a calm
family man, but consider the
consequences of not taking
him up on one of his “offers
you can’t refuse.” The Everett
CollectionCONNECT
In many organizational
contexts, bullying
behaviors can escalate to
illegal harassment, com-
munication that hurts and
offends, creating a hostile
environment. Victims of
bullying may find our tips in
Chapter 11 (p. 329) helpful
for dealing with such
unethical behavior in a
group, in an organization,
or even in an interpersonal
relationship.