The ethical challenge of power tripping in school-based management.

 

JOSHUA M. RANGCAPAN

Divine Word College of Laoag 

Abstract 

This paper seeks to study the effect of Power Tripping and its negative outcome in the delivery of quality service to its stakeholders within the concept of School-Based Management in Public Schools in the Philippines. School Administrators are vested with authority, accountability, and responsibility for ensuring access, promoting equality, and improving the quality of basic education. An ethical challenge arises when School Administrators misuses their authority for personal gain and interest. This could deter the actualization of the objectives of the organization, hence, causing failure to achieve the overall vision and mission. In spite of this, Transformational Leadership plays a pivotal role for the reason that it emphasizes on inspiring and motivating employees to perform in ways that create meaningful change.

Keywords:     Leadership and Governance, School-Based Management,

 Accountability, Transformational Leadership 

Introduction 

In any organization, leaders have so many responsibilities and some of the workload needed to be delegated to others. Delegation is an advanced Leadership Skills. In delegation, it is implied that one member has been empowered by one’s leader to take responsibility in completing a certain activity or task.  The International Institute for Management Development (2024) gave emphasis to delegation in leadership promotes individual employee growth. It encourages them to be confident  in their abilities and recognize their contribution to the organization. Employees will identify their strengths and weaknesses and can craft an effective strategy to improve in areas lacking. Harvard Business Review (2017) also stressed that in delegation, leaders inspire employees’ commitment. People get excited about what’s possible, but they commit only when they understand their role in making it happen.

In relation to this, Republic Act No. 9155 known as Governance of Basic Education Act of 2001, School Administrators were provided the mandate for decentralized system of school management. In public schools, School Administrators is composed of a School Head and one or more Administrative Officers. This allowed them the freedom to manage administrative and instructional supervision of their respective designated school(s).

Being an Administrative Officer, I consider the act of Power Tripping to be morally not right and hinders School Administrators to be an efficient and effective Leader.  Power tripping occurs when Schools Administrators misuse their authority e.g., delegate task for their personal benefit and interest to Administrative Staffs and/or Teachers. Abuse of power can be defined as any excessive exercise of a power by an individual, it’s when that individual uses their capabilities outside the usual scope of action or, in simpler terms, they exceed the limit of their rights (De Silans, 2020).

The Effects of Power Tripping to the Organization and Employees

The misuse or abuse of authority for personal gain and interest committed by leaders have detrimental effect to the organization as well as to the employee. Wejinya, O. O., & Agwoje, S. E. (2023) pointed up that the quality of an organization's leadership has a significant impact on its growth, productivity, and success. An organization's bottom line might take a serious hit if its leadership makes certain bad choices.

The following are the effects of Power Tripping to the Organization as a whole and its impact to the individual employees:

a)    Mission, Vision, Goals and Objectives of the Organization are not satisfied. A Mission statement is important for an organization because it defines the business, products or services, and customers, thereby defining the primary objective. Vision on the other hand, focuses on its goals and aspirations, which describes how the future will look if the organization achieves its mission. The vision and mission statements define the purpose of the organization and instill a sense of belonging and identity to the employees (OpenGrowth, n.d.).

A Power Tripping Leader derails from the achievement of the organization’s mission and vision because resources will be channeled to his personal gain and interest.

b)    Poor Reputation. Leaders who misuses their authority can severely harm an organization’s reputation. When employees are unhappy and have lost trust in the leadership, they are more likely to speak negatively about the organization. Whether it is communicated internally within the organization or externally, both can have a damaging impact on the organization’s image and brand. Additionally, there is a possibility of attracting negative media attention which can further harm the organization’s reputation.

c)    Increased employee burnout, stress and anxiety. When employees have to deal with critical behavior, it can lead to a lot of stress and anxiety and negatively impacts their mental health. In addition, negative leadership can result in a toxic work environment, which can make it difficult for employees to maintain a healthy work-life balance.

d)    Diminished Employee Morale. One of the most immediate impacts is a decrease in employee morale as well as overall job satisfaction. Leaders who power trip often engage in behaviors such as micromanagement and aggressive criticism which can be both demoralizing and damaging to an employee’s self-esteem and confidence which in turn directly impacts their work performance. Employees will not go above and above if they have no loyalty to the organization they work for. This might hinder the organization's capacity to innovate and reach its objectives.

e)    Increased Employee Turnover and Absenteeism. Leadership that misuse/abuse their authority can also contribute to high employee turnover rates. When employees have lost confidence in the leadership and are unhappy with their working environment, they are likely to look for other job opportunities or even avoid work altogether.

The Pivotal Role of Transformational Leadership

The University of Massachusetts (n.d.) emphasized that transformational leaders inspire employees in ways that go beyond exchanges and rewards. This approach can increase a team’s intrinsic motivation by expressing the value and purpose behind the organization’s goals.

The following are the components of transformational leadership:

a)    Individualized consideration. Transformational leaders listen to employees’ concerns and needs so they can provide adequate support. They operate from the understanding that what motivates one person may not motivate someone else. As a result, they’re able to adapt their management styles to accommodate various individuals on their team.

b)    Inspirational motivation. Transformational leaders are able to articulate a unified vision that encourages team members to exceed expectations. They understand that the most motivated employees are the ones who have a strong sense of purpose. These leaders are not afraid to challenge employees. They remain optimistic about future goals and are skilled at giving meaning to the tasks at hand.

c)    Idealized influence. Transformational leaders model ethical behavior. Their moral conduct earns a necessary level of respect and trust. This can help leaders steer decision-making that works to improve the entire organization.

d)    Intellectual stimulation. Transformational leaders regularly challenge assumptions, take risks and solicit team members' input and ideas. They don't fear failure, and instead foster an environment where it's safe to have conversations, be creative and voice diverse perspectives. This empowers employees to ask questions, practice a greater level of autonomy and ultimately determine more effective ways to execute their tasks.

The following are traits of successful transformational leaders:

a)    Good transformational leaders practice self-awareness. Transformational leaders thrive on personal growth and know their strengths and weaknesses. They often take time to reflect and set daily or weekly goals. These leaders believe everyone, including themselves, should be continually learning and improving.

b)    They remain open-minded. Remaining open to new ideas and fresh perspectives is an important aspect of transformational leadership. Rather than jumping to conclusions, these leaders regularly gather feedback and ideas from a range of sources before making strategic decisions.

c)    The best transformational leaders are adaptable and innovative. Good transformational leaders understand changing business dynamics and are always finding innovative ways to stay ahead of the curve. They’re unafraid to alter traditional approaches that have worked in the past as they look toward the future.

d)    Good transformational leaders are proactive. Leaders cannot simply sit around and wait for change to happen. Rather, they make proactive decisions and bold choices that can set the tone for others to follow.

e)    They lead with humility. Finally, transformational leaders take little issue with admitting they don’t have all the answers. While they can remain confident in their goals and abilities, they’re also able to keep their egos in check and do what’s right for their team or organization.

Conclusion

Misuse of authority exhibits far-reaching consequences on an organization's productivity. Bad management have a detrimental influence on employee attitudes, output, and commitment to the organization. The cumulative consequence of these issues is lower output and higher turnover.

The presence of ethical leadership, training and development programs, promotion of ethical behavior, employee involvement, clear standards of behavior, acknowledgment for good performance, and possibilities for growth all contribute to a productive workplace. Incorporating this may boost morale, teamwork, and decision-making effectiveness in the organization.

Trust, open communication, and mutual regard among workers are the strongest defense against incompetent management. If leaders want to gain followers' trust, they must be made to answer for their deeds. Providing employees with opportunities for growth and development may enhance morale and mitigate the effects of incompetent management. Weak leadership has systemic consequences, which necessitate a systemic approach to coping with them.

A transformational leadership style inspires employees to strive beyond required expectations to work toward a shared vision. Learning to balance these can help leaders reach their full potential. In order to build and maintain a performance-driven culture, it is crucial to set and monitor specific performance targets, as well as provide regular feedback on success.

 

 

 

 

 

 

References

 

Department of Education. (2012). DepEd Order No. 83, s. 2012. Implementing Guidelines on the Revised School-Based Management (SBM) Framework, Assessment Process and Tool (APAT). Retrieved from https://www.deped.gov.ph

Department of Education. (2015). DepEd Order No. 44, s. 2015. Guidelines on the Enhance School Improvement Planning (SIP) Process and the School Report Card (SRC). Retrieved from https://www.deped.gov.ph

De Silans, C. (2020). Power tripping: what to do when someone misuses their authority at work. Retrieved from https://www.welcometothejungle.com/en/articles/preventing-power-tripping-abuse-at-work

Harvard Business Review. (2017). To be a great leader, you have to learn how to delegate well. Retrieved from https://hbr.org/2017/10/to-be-a-great-leader-you-have-to-learn-how-to-delegate-well

International Institute for Management Development. (2024). Everything you need to know about delegative leadership. Retrieved from https://www.imd.org/blog/leadership/ delegative-leadership

Kumar, S. (2024). 8 Damaging effects of negative leadership. Retrieved from https://6q.io/blog/effects-of-negative-leadership/

OpenGrowth. (n.d.). Mission And Vision- Why Is It Important? Retrieved from https://www.blogs.opengrowth.com/mission-and-vision-why-is-it-important

 

Republic Act No. 9155. (2001). Governance of basic education Act of 2001. Retrieved from https://elibrary.judiciary.gov.ph/thebookshelf/showdocs/2/7353

University of Massachusetts. (n.d.). What is transformational leadership? Understanding the impact of inspirational guidance. Retrieved from https://www.umassglobal.edu/ news-and-events/blog/what-is-transformational-leadership

Wejinya, O. O., & Agwoje, S. E. (2023). Negative Effects of Leadership on Organizational Performance. International Journal of Scientific Research in Education, 16(4), 368-379. Retrieved from https://www.ijsre.com.ng/assets

 

 

Ethical management in tourism and hospitality industry

 

MARK KELVIN C. VILLANUEVA

Divine Word College of Laoag, Ilocos Norte, Philippines

Abstract 

This paper discusses the importance of business ethics in tourism and hospitality operations and the principles that must be adhered to. Many managers are challenged and frequently face ethical dilemmas that necessitate serious analysis; this study examines common issues and their implications in the said industry. This paper also presents the common ethical practices which lead to a healthier workforce and working environment and lead to long-term success of tourism and hospitality businesses.

Keywords: ethical, tourism, hospitality, industry

Introduction

Ethics plays a crucial role in the sustainability of business practices and guide companies to work in a manner that is morally and socially responsible. It also ensures that actions and activities are observed for a win-win situation to all stakeholders and to society. In the tourism and hospitality sectors like hotels, food service businesses and travel and tours operators are anticipated to maintain business practices that are not only honest but also fair, all while aiming to optimize their profits (Nicolaides, A., 2019). Furthermore, companies within this industry that adhere to strong ethical principles tend to cultivate a positive reputation, earn the trust of their clientele, enhance the sustainability of tourism enterprises. 

Understanding the Importance of Ethical Management in Hospitality Industry 

Ethical management in the hospitality industry is crucial in achieving success and ensuring customer satisfaction.  Wherein implementation of virtuous practices and approaches are the responsibility of the different business organizations (Ipag Business School, 2021).

The following are the importance and benefits of ethical management in the tourism and hospitality industry:

• Building a good reputation and gaining the trust of customers. Tourism and hospitality businesses observing ethical behavior tend to build a good reputation and gain customer trust. Customers who are pleased with their ethical experiences are more inclined to suggest the tourism provider to others (Kusumah, 2023).
• Determining your hotel’s long-term success and competitiveness. Operating a hotel with strong ethical principles is a strategic choice that can influence the long-term success and competitiveness of your establishment. By prioritizing authenticity, your hotel can foster solid connections with guests and retain skilled employees (Lacalle, 2023).
• Tend to be more profitable than other companies. Companies can gain higher income and advantages by operating their businesses in a more ethical and responsible way. (Dimitriou, C. et al., 2024).
• Improving share value, client retention, and attraction of new clients, investors, and employees. Thomas (2016) highlighted that hotels and resorts that prioritize ethical responsibility tend to see an increase in their share value, retain clients more effectively, and attract new clients, investors, and employees. Furthermore, these organizations often face a reduced risk of compliance violations and demonstrate improved financial performance.
• Ensuring Guest Satisfaction: Ethical leaders focus on ensuring guest satisfaction by maintaining high levels of service quality and integrity. They guarantee that guests are provided with truthful and precise information, treated fairly, and offered outstanding service, which contributes to positive experiences for guests and encourages repeat business (Guest Delight International, 2024).
• Mitigating Risks and Maintaining Compliance: Ethical leaders maintain compliance with legal and regulatory standards, guaranteeing that the hotel functions in an ethical manner and adheres to industry regulations. By emphasizing integrity and ethical behavior, leaders reduce risks associated with legal liabilities, harm to reputation, and employee misconduct (Guest Delight International, 2024).
• Increasing Employee Performance and Morale. Ethics encompasses not only a company's relationship with its customers but also the internal culture it fosters. When employees experience fair treatment, equal opportunities, and work in a setting free from discrimination or harassment, their motivation and productivity increase. Ethical practices contribute to higher job satisfaction and employee loyalty, resulting in a dedicated and driven workforce. Content employees are more inclined to provide outstanding service, thus improving the overall experience for guests (Holistique Training, 2023).
• Adapting to Changing Consumer Expectations. The contemporary consumer is increasingly knowledgeable and aware of social issues. Factors like environmental sustainability and fair employee treatment play crucial roles in how consumers make their purchasing choices. Hospitality companies that emphasize ethical practices are not just aligning with present-day expectations but are also securing their future viability. By adapting to changing ethical standards, these businesses can remain relevant and appealing to the socially conscious consumers of the future. (Holistique Training, 2023).
• Fostering a Positive Work Environment. Ethical companies emphasize fairness, respect, and inclusivity within their work environments. This approach leads to employee satisfaction and cultivates a positive atmosphere marked by teamwork, creativity, and innovation. When employees trust the ethical principles of their workplace, they are more inclined to make positive contributions, which enhances a lively and dynamic workplace culture (Holistique Training, 2023).

Ethical Challenges in Tourism and Hospitality Industry

The foundations of ethical behavior in the tourism and hospitality sector are clearly defined, however, the industry frequently faces challenges that exist in the ambiguous zones between right and wrong. Such ethical conflicts require thorough examination and deliberate management.

The following are common challenges of tourism and hospitality professionals in terms of the implementation of ethical management.

• Balancing Profit and Social Impact. Finding the right balance between making profits and engaging in social responsibility is a major challenge within the ethical framework of the hospitality sector. Ethical businesses find innovative ways to positively impact their communities, including supporting local charities, taking part in educational initiatives, and encouraging environmental sustainability. While it is essential to remain profitable for long-term sustainability, ethical organizations intentionally set aside a portion of their earnings for meaningful social programs, thus creating a synergy between financial success and social responsibility (Holistique Training, 2024).
• Animal Welfare in Hospitality. Ethical challenges emerge regarding the acquisition and processing of animal products within the food industry. Responsible establishments acknowledge the significance of humane treatment in animal agriculture, making efforts to procure products from suppliers dedicated to animal welfare. Furthermore, certain businesses choose to offer plant-based options to meet the increasing desire for ethical dining experiences.
• Cultural Sensitivity and Respect. The diverse landscape of hospitality frequently tests cultural awareness and respect. Responsible organizations prioritize cultural training for their employees, ensuring that their interactions are respectful and free from cultural prejudices. Ethical hospitality professionals address these challenges by creating an inclusive atmosphere, where every guest is recognized, appreciated, and treated with dignity, considering factors such as dietary needs and religious customs.
• Responsible Tourism and Overtourism. The growth of international tourism has sparked worries regarding responsible tourism and the issue of over-tourism. Ethical businesses practice responsible tourism by promoting respect for local cultures and environments among their guests. Additionally, they take part in community development projects to reduce the adverse effects of over-tourism. By adopting responsible tourism practices, hospitality organizations can effectively manage the challenges of increased visitor numbers while safeguarding the authenticity and welfare of the local community.

• Implementing business ethics in tourism and hospitality  operations can have challenges, such as the added costs of adopting socially and environmentally responsible practices (Kusumah, 2023).

Ethical Practices in Tourism and Hospitality Industry

Ethics are essential for maintaining integrity, ensuring the future success of business, and caring for customers and employees. By adhering to established hospitality management principles, it can prosper and steer clear of common challenges faced in the tourism and hospitality industry. The following are ethical practices observed in tourism and hospitality businesses.

1. Treating your employees fairly. Ensuring fair treatment of employees is a crucial ethical obligation within the hospitality sector. It is essential to provide competitive salaries, maintain safe working environments, and offer equal opportunities, irrespective of race, socioeconomic status, or educational background. In addition,  zero tolerance for harassment and discrimination and empowering employees must be take into consideration (Lacalle, 2023). Authority figures, such as supervisors or managers, who are seen as acting justly, tend to gain trust, which can lead to improved performance. On the other hand, employees who perceive unfair treatment are more inclined to display behaviors that can be detrimental to the organization or its members ( Eib et al., 2017)
2. Data Privacy. Many hospitality companies dedicate resources and time to effectively gather and analyze data to enhance sales, customer service and loyalty, as well as operational efficiency. Recent technological developments have simplified the management of diverse information regarding customers, suppliers, and staff (Montera, 2012). In Bukilić's study (2024), it was proposed that the hospitality and tourism sector must tackle issues related to data privacy. This can be achieved by clarifying privacy policies, offering more transparent opt-out options, and committing to ethical data management practices. These steps are essential for maintaining the trust of consumers who are concerned about their privacy.
3. Regulatory compliance. Meeting legal responsibilities is essential for a business's success. This encompasses compliance with labor laws, health and safety regulations such as ensuring fire extinguishers are available on each floor and having an evacuation plan and other legal mandates. Numerous governments have established regulations aimed at enhancing inclusivity for individuals with disabilities and mobility challenges. This involves the installation of elevators and ramps to facilitate wheelchair access, along with providing sufficient space for maneuvering within hotels (Lacalle, 2023).
4. Environmental responsibility. Climate change has redirected our attention towards environmental issues. The hospitality industry is  known for generating significant waste and with this, advocating  for eco-friendly practices can minimize its carbon footprint. Hotels can contribute by conserving energy, minimizing waste, and implementing reduce, reuse, and recycle strategies, thereby serving as positive role models within their local   communities (Lacalle, 2023). Sustainable tourism aims to reduce harmful effects on the environment, protect both natural and cultural heritage, and enhance the quality of life for local communities (Lica, D., Gashi, S. and Qosja, 2024).
5. Responsible marketing and advertising. Responsible marketing and advertising entail representing your accommodations and services truthfully, steering clear of misleading promotions, and demonstrating cultural awareness. Marketing initiatives should showcase guests from diverse backgrounds and maintain a commitment to social responsibility and honesty (Lacalle, 2023). Practicing social responsibility in marketing offers numerous advantages, as it hinges on building trust and demonstrating foresight within businesses. Cultivating and maintaining trust with customers, communities, and regulators is challenging and can be easily compromised or lost (Mathur, 2016). 

Conclusion.

In conclusion, ethical leadership is essential for success in tourism and hospitality operations. Prioritizing work ethics reaps substantial benefits, not just about compliance but also creates a culture where every stakeholder—guests, employees, management, and the community—feels valued, respected, and secure. With the increase in competition and evolving trends in tourism and hospitality operations, ethical leadership remains a strong foundation of sustainable growth and reputation management.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Reference:

 

Bukilić J. (2024). Young travelers' opinions on data privacy in hotel stays: How do two Cannibals and a Vegan Vote on what to have for dinner? Retrieved from https://repository.acmt.hr/islandora/object/acmt:266 

Dimitriou, C. et al. (2024). The impact of a hotel’s business ethics on employee job satisfaction and organizational commitment. Retrieved from https://scholarworks.umass.edu/server/api/core/bitstreams/eaf0ca47-982f-490b-b282- /content 

Eib, C., et al (2017). Why should organizations treat their employees fairly? Definition, relevance, and consequences of justice at work. Retrieved from https://www.researchgate.net/publication/314635897_Why_Should_Organizations_TreatTheir_Employees_Fairly_Definition_Relevance_and_Consequences_of_Justice_at_Work 

Guest Delight International (2024). The importance of ethical leadership in the hotel business. https://www.linkedin.com/pulse/importance-ethical-leadership-hotel-business-dhr6c 

Holistique Training, (2024). Ethics in hospitality: Building trust and success through integrity. Retrieved from https://holistiquetraining.com/en/news/ethics-in-hospitality 

Kusumah, (2023). Business ethics in tourism operations

Retrieved from https://mpar.upi.edu/en/business-ethics-in-tourism-operations-2/ 

Lacalle, E. (2023). 9 most common ethical practices in the hospitality industry. Retrieved from https://www.mews.com/en/blog/ethical-practices-in-hotels 

Liça, D., Gashi, S.,  & Qosja, E. (2024). Promoting environmental  responsibility strategy and innovation in  the hospit ality industry: A green tourism  approach. Co rporate & Business Strategy  Review, 5(4), 90–103. Retrieved from  https://doi.org/10.22495/cbsrv5i4art8  

Marthur P. and Asshish (2016). Socially responsible marketing in tourism and hospitality sector. Retrieved from https://www.ijrdo.org/index.php/bm/article/view/1530 

Montera, N. (2012). Hospitality industry risks: Data privacy and security

Retrieved from  https://www.psfinc.com/wp-content/uploads/psfinc/2016/07/hospitality-industry-risks-data-privacy-and-security.pdf 

Nicolaides, A. (2019). Ethical leadership in a morally driven hospitality organizational culture. https://www.ajhtl.com/uploads/7/1/6/3/7163688/article_50_vol_8_5__2019_unisa.pdf 

Thomas, N. (2016). Ethical beliefs and practices in hotel industry for value creation. https://www.researchgate.net/publication/307872348_Ethical_Beliefs_and_Practices_in_Hotel_Industry_for_Value_Creation

 

 

The power of saying “No” in decision-Making and the challenge of ethical leadership

 MARLON D. MACALMA

Divine Word College of Laoag, Ilocos Norte, Philippines

Abstract

This reflection paper presents insights on ethical decision-making issues in supply management concentrating on strategies for declining requests while upholding moral and professional standards. It highlights the significance of balancing organizational norms with operational efficiency, using an example of turning down a request to assign a driver to an office staff in the absence of an official driver. Guided by the principles of duty of care and servant leadership, the issue was resolved with the well-being, accountability, and equity of the employees as the primary consideration. In the Philippine context, the reflection paper uses leadership management theories and real-world examples to explore how ethical choices promote an integrity-based culture, how to build trust and how to reconcile immediate demands at work with long-term management responsibilities. This analysis emphasizes the importance of moral leadership in cultivating an accountable and values-based organization.

Keywords

Ethics, Leadership, Decision-making, Organizational Integrity, Philippine Setting

Introduction

Beyond logistical and operational responsibilities, leadership in supply management entails the vital duty of maintaining moral standards in decision-making. As an administrative officer, I am tasked with balancing operational efficiency while safeguarding the security, respect, and welfare of my team. Ciulla (2020) emphasizes that moral decision-making is important to leadership, requiring a considerable approach to handling challenging schedules and fostering a culture of respect and responsibility.

One challenging aspect of leadership is declining requests that, while seemingly practical, may have broader organizational consequences and ethical implications. In one notable instance, I turned down a request from a co-worker asking one of my staff to drive the office car since there was no official driver available. Such a rejection may seem straightforward, but it is actually a reflection of more difficult considerations such as risk mitigation, professional boundaries, and organizational accountability. Using the servant leadership principle (Greenleaf 1977) and ethical leadership frameworks (Northouse 2022), this reflection explores the moral difficulties and broader implications of such decisions. Saying no represents a commitment to ethical governance, strengthening organizational values and striking a balance between short-term demands and long-term accountability. In leadership, saying no signifies a commitment to upholding ethical principles, fostering trust, and safeguarding organizational integrity. This analysis supported by real-world examples from the Philippine context and various leadership theories, can be understood further. Finding a balance between meeting urgent operational needs and upholding long-term organizational values is a key component of ethical leadership according to Northouse (2022). Integrity-based decisions make it profusely evident, that a leader values the general goals of the company and the welfare of their team. Leaders who consistently make morally right decisions uphold an environment of justice and accountability by proving that integrity is unquestionable even in trying situations.

Prioritizing Safety and Mitigating Risks

Ensuring safety and mitigating risks are essential responsibilities for leaders, especially in supply management. Refusing a request to assign my office staff in charge of office cars emphasizes the moral need to put worker safety over operational convenience. Since employee well-being is crucial to long-term success, Ciulla (2020) contends that moral leaders must protect their staff members from harm. Allowing outright personnel to handle such tasks could also put the company at risk for legal issues and damage its reputation demonstrating that taking shortcuts in safety are both impractical and unethical. Leaders fulfil their duty of care and cultivate a culture of trust and accountability by prioritizing a strong stance on safety.

Respecting Professional Boundaries

Respecting the roles and boundaries that employees have established is another vital component of ethical leadership. Assigning tasks beyond an employee’s expertise like driving without adequate training, not only threatens operational effectiveness but also challenges morale, operational effectiveness, and job satisfaction. Greenleaf’s servant leadership theory (1977) emphasizes the importance of maintaining professional roles to promote an atmosphere of cooperation, trust and dignity. Leaders empower their teams, foster professional development, and maintain a culture where all team members feel appreciated and respected by respecting these boundaries. This strategy improves team structure as well as individual morale promising the organization runs smoothly and morally.

Ethical Leadership and Decision-Making

Fairness, accountability, and adherence to organizational policies and values are characteristics of ethical leadership (Weber, 2014, Schroeder, et al., 2019, Upholding these values and principles, even in seemingly minor situations, establishes a benchmark for the entire organization. It would be against workplace safety regulations, illegal and a threat to a leader’s authority in the Philippines to allow untrained employees to drive office vehicles. Leaders who adhere to ethical and professional guidelines reinforce organizational integrity and public trust. In the end, choices based on justice and responsibility uphold an organizations moral character and the public confidence in its leadership.

Real-World Scenarios: Ethical Leadership in Practice

Leaders often face ethical problems rejecting requests that violate organizational values (Mueller & Straatmann, 2014). For example, in addition to ensuring compliance with the Government Procurement Reform Act (RA 9184), the rejection of requests to waive procurement procedures highlights the importance of transparency and legal integrity. Similarly, denying the use of public resources for personal purposes reinforced ethical governance and public trust. Promoting equality and dignity by prohibiting favouritism in performance evaluations also fosters a spirit of professionalism and trust. These real-life situations reveal the need for moral leadership in maintaining institutional values and ensuring accountability.

Leadership Theories in Action

Through the frameworks of transformational leadership and servant leadership, the ethical aspects of saying no and declining improper requests can be understood. Because Greenleaf’s servant leadership emphasizes safeguarding employee welfare and dignity, compelling leaders to reject requests that compromise safety or ethical principles (Spears, 2010). In contrast, transformational leadership motivates staff through exemplary moral conduct and alignment with organizational values (Ellen, 2016, Ellen, 2023). Long-term organizational success is ensured by leaders who consistently exhibit integrity in their decisions which not only uphold an accountable culture but also inspire their teams to emulate such behavior.

The Broader Ethical Imperative

Declining unethical or improper requests shows a dedication and commitment to respecting institutional rules, moral standards, and the concepts of justice and accountability. Rule-based ethics place a higher priority on following obligations and regulations and stress the value of long-term gains over short-term convenience. Leaders who make principled decisions protect the organization's values, foster a culture of integrity, and uphold public trust in governance. In addition, these actions reinforce workplace accountability, trust, and respect. 

Conclusion

The ability to say no appears as a dynamic aspect of ethical leadership in the ever-changing and frequently difficult field of supply management. This reflection highlights that turning down unfitting requests is a profound declaration of honesty, justice, and accountability rather than just a formality. Leaders uphold a culture in which moral values are dominant and the team’s welfare is protected by stressing safety, honouring professional boundaries, and following company policies. The transformative power of principled decisions is enhanced by the concepts of transformational and servant leadership. Saying no protects and empowers workers guaranteeing that their roles and dignity are respected as highlighted by Greenleaf’s servant leadership theory. Transformational leadership also shows that moral decision-making fosters trust and harmonizes team conduct with company principles. These methods of leadership show that integrity is an active factor promoting long-term success rather than a passive quality. Saying no to unethical or impractical requests has wider consequences in the Philippine context where maintaining public trust and following the law are crucial. It promotes public trust in governance, preserves the legitimacy of leaders, and supports institutional values. Beyond just adhering to the law, these choices demonstrate a dedication to a higher ethical imperative: ensuring that deeds done now support a foundation of justice, trust, and accountability for the future. In the end, saying no has ethical power because it can strike a balance between short-term demands and long-term values creating an environment at work that values honesty and responsibility. Adopting this duty enables leaders to foster a culture based on mutual respect, trust, and advancement while improving organizational results and acting as stewards of ethical governance.

References

Ciulla, J. B. (2020). Ethics: The Heart of Leadership (4th ed.). ABC-CLIO.

Ellen, B.P. (2016). Transformational Leadership. In: Farazmand, A. (eds) Global encyclopedia of public administration, public policy, and governance. Springer. https://doi.org/10.1007/978-3-319-31816-5_1343-1

Ellen, B. P. (2022). Transformational Leadership. In: Farazmand, A. (eds) Global encyclopedia of public administration, public policy, and governance. Springer. https://doi.org/10.1007/978-3-030-66252-3_1343

Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (6th ed.). Wiley.

Mueller, K., & Straatmann, T. (2014). Organizational Values. In: Michalos, A.C. (eds) Encyclopedia of quality of life and well-being research. Springer. https://doi.org/10.1007/978-94-007-0753-5_2031

Northouse, P. G. (2022). Leadership: Theory and Practice (9th ed.). SAGE Publications.

Republic Act No. 9184 (2003). Government Procurement Reform Act. Republic of the Philippines.

Schroeder, D., Chatfield, K., Singh, M., Chennells, R., & Herissone-Kelly, P. (2019). The Four Values Framework: Fairness, Respect, Care and Honesty. In: Equitable research partnerships. Springer. https://doi.org/10.1007/978-3-030-15745-6_3

Spears, L. (2010). Servant Leadership and Robert K. Greenleaf’s Legacy. In: van Dierendonck, D., Patterson, K. (eds) Servant Leadership. Palgrave Macmillan. https://doi.org/10.1057/9780230299184_2

Spears, L. (2010). Servant Leadership and Robert K. Greenleaf’s Legacy. In: van Dierendonck, D., Patterson, K. (eds) Servant Leadership. Palgrave Macmillan, London. https://doi.org/10.1057/9780230299184_2

Weber, J. (2014). Leadership, ethics of. In: ten Have, H. (eds) Encyclopedia of global bioethics. Springer. https://doi.org/10.1007/978-3-319-05544-2_265-1

Crab mentality: A must be avoided in a workplace

 Regie P. Lizardo

Baoa East Elementary School, Schools Division of the City of Batac

Abstract

            This perspective examines the negative consequences of crab mentality in the workplace, with a particular emphasis on how common it is in the Philippines. It looks at how this mindset hold back organizational growth, reduces productivity, and weakens team bonding. The article emphasizes the need to encourage cooperation and support among coworkers as fundamental principles for success and peace in the workplace through philosophical and cultural lenses.

Keywords:

Crab mentality, workplace, Philippine culture, teamwork, professional ethics

Introduction

Crab mentality, often referred to as the "crab-bucket effect," is a significant issue in the Philippine workplace, characterized by individuals declining each other's success. This phenomenon can lead to increased job stress and a toxic work environment, as employees may feel threatened by the achievements of their peers, resulting in a culture of competition rather than collaboration (Soubhari & Kumar, 2014). This mindset, which is represented by jealousy and partiality to hinder the advancement of others, is a widespread cultural problem that affects many facets of life, including the workplace. This paper explores the causes, expressions, and effects of crab mentality in Philippine workplaces, highlighting the need to steer clear of this trait to direct a supportive and effective work environment.

Understanding the Roots of Crab Mentality in Filipino Culture

            Crab mentality is often linked to deeply rooted sociocultural factors, such as the struggle for scarce resources and the collectivist nature of Filipino society. While collectivism typically emphasizes cooperation, studies suggest that crab mentality persists across cultural contexts, underscoring its inherent nature in workplace dynamics (Ece, 2024). Despite being taught to value community harmony, Filipinos may sometimes experience distorted priorities under the pressure of competitive circumstances, leading to unhealthy competitiveness.

How Crab Mentality Shows Up in the Workplace

            Crab mentality frequently shows out in the workplace as actions like talking, hiding important information, disparaging coworkers, or weakening the achievements of others. These behaviors raise a poisonous environment where trust is damaged, and workers are deterred from performing to the best of their abilities out of concern for negative consequences.

The Effects of Crab Mentality on Workplace Productivity and Morale

            This characteristic pose significant challenges in the workplace, weakening both individual and organizational success. It stifles creativity and teamwork as employees become reluctant to collaborate or share ideas. This toxic environment often leads to high turnover rates, as individuals seek healthier work settings, preventing organizations from achieving their full potential. Furthermore, it disproportionately affects career advancement for women, contributing to the glass ceiling phenomenon. This not only impacts their job satisfaction but also increases their likelihood of leaving their roles (Jafari et al., 2023).

A Philosophical Look at Crab Mentality

            The "Philosophy of Man" highlights the fundamental human principles of mutual flourishing and interconnectivity, which stand in direct opposition to the crab mentality. Philosophers like Aristotle emphasize the importance of living a moral life within a community where individuals support and benefit from one another's achievements. Embracing this perspective could significantly mitigate the harmful effects of crab mentality in the workplace. Key factors driving crab mentality include egocentrism, jealousy, and perceived inequity, all of which contribute to workplace dissatisfaction and heightened stress levels (Aydin & Oğuzhan, 2019).

Practical Ways to Overcome Crab Mentality in the Workplace

            It takes aggressive measures to combat crab mentality in the workplace and promotes a supportive, cooperative atmosphere. Organizations can stand-in a culture that supports cooperation and mutual aid by putting into practice procedures that advance trust, acknowledgement, and personal development.

1.      Promoting a Culture of Recognition: Creating an environment that values both individual and collective accomplishments fosters optimism and lessens feelings of envy. According to Aydin and Oğuzhan (2019), putting in place recognition systems that highlight achievements can reduce feelings of inadequacy, foster a more positive competitive spirit, and encourage teamwork.

2.      Encouraging Open Communication: Effective and transparent communication decreases misconceptions and increases trust. A more friendly and cooperative atmosphere can be created by promoting candid conversations regarding feelings of competitiveness and envy, which offers a chance to address underlying problems (Владимирoвич, 2014).

3.      Leadership by Example: Colleagues are motivated to emulate leaders who exhibit humility and teamwork. Leaders can provide direction and assistance by implementing mentorship programs, and assisting people in overcoming obstacles in a positive way and without turning to destructive means (Spacey, 2015).

4.      Professional Development Programs: Employees can unlearn harmful patterns by participating in courses on team building and emotional intelligence. Organizations enable people to concentrate on their own personal development and divert their emphasis from unhealthy comparisons with others by providing training and development resources (Mehtta, 2021).

Conclusion

Crab mentality remains a significant cultural challenge in the Philippines, eroding workplace harmony and productivity. Organizations can create an atmosphere where cooperation and group achievement are prioritized by recognizing its causes and addressing its detrimental effects. By doing this, workplaces become locations where people develop their humanity, virtue, and personal development rather than just being hubs of economic activity. Crab mentality appears to be a problem that is not limited to collectivist societies but rather occurs in various organizational contexts, according to research by Ece (2024). Resolving this issue is essential to creating workplaces that are healthier and more cooperative

References

Aristotle. (1999). Nicomachean Ethics (Translated by W.D. Ross). Batoche Books.

Gizem, Z. A., & Gülpembe, O. (2019).  The “crabs in a bucket” mentality in healthcare personnel: a phenomenological study.   Hitit Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 12(2), 618-630. https://doi.org/10.17218/HITITSOSBIL.628375

Megnaa, M. (2021). Crab antics: the moral and political economy of greed accusations in the submerging Sundarbans delta of India. Journal of the Royal Anthropological Institute, 27(36).  https://doi.org/10.1111/1467-9655.13551

Sakineh, J., Nazanin, F., Forouzande., L. Nadafzadeh, S., & Mahdiye, A., Z. (2023).  The role of crab mentality syndrome and the glass ceiling phenomenon on female teachers' career success and happiness at work with the mediation of turnover intention.   Journal of Managing Education in Organizations, 12(4). https://doi.org/10.61186/meo.12.4.43

Spacey, A. S. (2015). Crab Mentality, Cyberbullying and "Name and Shame" Rankings. Retrieved from   https://www.semanticscholar.org

Sison, A. J. G. (2007). Corporate virtue: Ethical management practices in the Philippines. Ateneo de Manila University Press.

Süreyya, Ece. (2024).  Crab Syndrome in Business Life and Collectivist/Individualist Culture. International Journal in Business and Economy, 6(2), 82-89.  https://doi.org/10.54821/uiecd.1454123

Tuazon, R. R. (2014). Crab mentality in Philippine workplaces: A cultural critique. Philippine Journal of Management and Organization, 30(2), 89-98.

Tushar, S., & Yathish, K. (2014). The crab-bucket effect and its impact on job stress: – An exploratory study with reference to autonomous colleges. International Journal on Recent and Innovation Trends in Computing and Communication, 2(10).  https://doi.org/10.17762/IJRITCC.V2I10.3342