Seeing, Wanting and Taking

It’s human nature to covet, a verb translated as “yearn to possess or have (something).” In many cases this desire can be positive. Leaders of all stripes would covet more time with family or to pursue a favorite hobby, like golf or fishing. Some of us covet the awards we have received over the years for achievements in athletics, academics, or community service. But there is a more sinister side to this sometimes admirable quality.

Leaders are not immune to the temptation of craving more power or control, even at the expense of others. Some of us secretly yearn for more autonomy, greater income, or a chance at the corner office. A few of us may even maneuver overtly and covertly to secure these accoutrements of business success. But is seeing, wanting, and taking really a sign of effective leadership? Does having an MBA give leaders a license to feed their greed?

I was reminded this week that our individual actions, both positive and negative, have consequences. The decisions leaders make may seem confined to fulfilling their own wants or needs, but this is rarely the case. Organizational culture, values, and trust rely on the integrity of leadership actions. When leaders behave in selfish or misleading ways the employees and other stakeholders will suffer the repercussions. One doesn’t have to look very far to find examples of this conduct in political, business, and other settings.

In earlier times, the moral fabric that knitted our society together served to reduce a leader’s temptation to act in wantonly selfish ways. Today the absence of morality in our economic and political systems has led to an increased willingness for leaders to see, want and take whatever they desire. A new generation of leadership is needed to courageously offer another way. Our temptation to covet in unhealthy ways doesn’t always have to gain the upper hand. Perhaps we can all learn to see the needs and share instead.