musings on power, brain damage and ethical leadership

I read the 2017 article from the Atlantic which claimed that power causes “brain damage.”  Other critiques of the article dismissed this extremist claim as untrue, based on research with potentially flawed methodology (“social priming” methodology) and deriding the title itself as “click-bait” hyperbole.  The Atlantic article posited that those in positions of power behaved as though they had brain damage, demonstrating less empathy, apparent less ability to observe and adapt to the social cues of those around them, and demonstrating increased risk-taking behaviors.  Hmmm.  This all sounds very much like the “Bathsheba Syndrome” discussed by Ludwig and Longenecker, an article which I’ve personally spent much time contemplating as an insightful discussion of the risk factors for ethical failure.  Ludwig and Longenecker describe four truisms of their theory which contribute to ethical failure:  loss of strategic focus (e.g., inappropriate delegation without adequate oversight); privileged access and control of resources (necessary but ripe for abuse, access to information, money etc.); inflated belief in personal ability to control outcomes.  

Published in 1993, I find this model an enduring way to explore risk for ethical failure.  And when the Atlantic or other news outlets criticize leaders for hubris, for disregarding how decisions impact others, or for lack of empathy, ethical failures are being discussed whether that term is used or not.  An ethical failure is a violation of standards of conduct, often with criminal implications.  An informally written, informative summary of ethical violations published by Navy legal officers provides examples of such failures as bribery, abuse of position, conflicts of interest, credit card and other financial abuses, travel and time or attendance violations.  A re-reading of the story of David and Bathsheba, the story from which L&L draw their model, begs several questions of a leader:  are you where you are supposed to be, where your followers most need you?  Are you exercising objective, impersonal decision-making to steward the resources or information within your span of control (or are you making decisions that benefit you personally)?   Are you leveraging your position of authority to achieve institutional goals (or for personal gain)?  Are you open to the guidance of your advisors, assessing risks with the right balance of discretion and initiative (or do you unilaterally make rash decisions without regard for consequences)?  If the answer to any of those questions centers on selfish motivations rather than serving others and the good of the organization, the behavior is likely at the very least skirting the edge of an ethical violation.  Or maybe just ensuring that your followers think you are a jerk.

I enter this discussion with several perspectives which arm me with wisdom and discretion.  First and foremost, I understand that I am a sinner.  Conceived and born in sin, I confess with King David in Psalm 51, I know my natural tendencies to selfishness, pride, and greed.  I also say with the apostle Paul “Here is a trustworthy saying that deserves full acceptance:  Christ Jesus came into the world to save sinners—of whom I am the worst.” (1 Timothy 1: 15) That is, I am a sinner but by God’s grace in Christ, I am saved from sin.  As a redeemed sinner, I am constantly aware of my human nature and my weakness and tendency to sin; but I am not handicapped by this, I do not live in fear that every decision will be wrong.  

Secondly, as I understand that I am a redeemed child of God in Christ, I trust that “His divine power has given us everything we need for life and godliness through our knowledge of Him who called us by His own glory and goodness.” (2 Peter 1: 3)  And that if I remain in Christ, filled with His Spirit, obedient to His words and behaving with love towards other people, I will bear much fruit (John 15).  I am not a leader acting solely on my own initiative, my own wisdom, my own impulses:  if I remain in Christ, I will be given wisdom and strength to make ethical decisions in every area of my life.  Psalm 1 reminds me to not walk with the wicked, stand with sinners or sit with mockers; but to meditate on and delight in God’s word, such that I will be a fruitful, green tree thriving by streams of water.  

Thirdly, the doctrine of vocation reminds me that my positions in life—as wife, mother, supervisor, commander and leader—are a blessing from God and are for the good of His people and His kingdom.  I am privileged to be part of “Thy Kingdom come, Thy will be done on earth as it is in heaven….”.  The Atlantic article seems to hold the view that power is in itself evil and corrupting—that holding power is like having a disease.  This is counter to the biblical understanding of power, that God gives authority to people like parents and government leaders to benefit others; power is delegated from God Himself for the good of creation (see Ephesians 5: 22 – 6: 9 and Colossians 3: 18 – 4:1, as well as 1 Timothy 2:1 & 2 and Romans 13: 1 – 7).  A Christian with this understanding would say with Spiderman’s uncle “With great power comes great responsibility.” Or, say with Martin Luther, “…a Christian lives not in himself, but in Christ and his neighbor….He lives in Christ through faith, and his neighbor through love.” Power may corrupt, but it does so when placed in the hands of a sinner who fails to acknowledge his or her sinfulness, fails to rely upon God for wisdom and guidance, and fails to seek the good of others in love.  The purpose of power is for the good of God’s creation.

So where does this leave me?  Blanketly disregarding this discussion of the damaging impacts of power as unscientific, irrelevant and unscriptural?  No, I don’t think so.  While I think the critiques of the psychological science are relevant, the observations are still interesting and worth contemplating.  Call it “brain damage” or call it “tendency to sin and selfishness”, it amounts largely to the same “symptoms.”  Do I find myself oblivious to the concerned or dissenting voices of followers?  Do I ignore subtle signals from those around me that I may be behaving selfishly, foolishly, or in ignorance? Do I find myself charging ahead without considering the consequences or seeking guidance from my team?  Do I find myself making decisions about resources with half an eye for personal gain?  Do I allow decisions to be made that inordinately favor my situation; do I allow my favor to be curried?  Do I remove myself from the mission too much, delegate too much, assume too much?  

Then what is the vaccination, the antidote, the cure for the brain damaging, sin-triggering impact of power?  It is to delight in the law of the Lord, to meditate on it day and night (Psalm 1: 2); for it is God-breathed and useful for teaching, rebuking, correcting and training in righteousness (2 Timothy : 16); it is perfect and trustworthy, it makes the simple wise and gives light to the eyes (Psalm 19: 7 & 8).  In the inspired Word of God, God reveals Himself to me; it is the nearest I will come in this life to hearing the voice of Jesus, Who was the Word made Flesh and now comes to me in the holy scriptures.  His Word is wise unto eternal salvation, but it also gives me wisdom for my life, my leadership and my vocation and calling.  

Lord God, Heavenly Father, Your Word truly is useful for all wisdom—the wisdom of salvation and eternal life, and wisdom which the world recognizes as appropriate and good.  Forgive me for all of my sins and for my sinful tendencies:  for fear and disengagement; for exhaustion and a desire for an easy way; for inordinate concern about the opinions of others and simultaneous obliviousness to their guidance; for hubris and selfishness and greed.  For Jesus’ sake, forgive me.  Strengthen me with Your Spirit, a Spirit of power to resist evil and of a sound mind to make wise and appropriate decisions.  Use me in all of my positions of authority to bless those whom I lead and guide.  I ask this in Jesus’ Name, AMEN.