Unethical behaviour remains a persistent problem here in T&T. According to various dictionaries, principle can be defined as a rule or standard, especially of good behaviour, the collectivity of moral or ethical standards or judgments, a fixed or predetermined policy or mode of action. The cost of leadership misconduct is enormous and not only in financial terms but should also include the negative impact that such misconduct will have on value systems and the examples that are set. Anecdotal surveys suggest that the majority of Trinbagonians think that political, business and sport leaders are dishonest and self-serving. Feelings of distrust are high and leaders are viewed as not encouraging a culture of integrity. Most people who have observed misconduct indicate that they failed to report it because they believed that reporting would not lead to corrective action or they feared retaliation from management, friends or colleagues. Speak out and victimisation is assured. In the prevailing environment, how can sports organisations and institutions prevent and correct misconduct? What are the factors that foster principle centred and ethics based leadership and governance? What are the significant issues of principle that can compromise ethical leadership?
Can the problem of unethical behaviour be solved if a principle of ethical conduct is non-existent? What are the factors that influence the ethical issues that arise in organisations? Research suggests that stakeholders take their cue from and look to the leaders for guidance, that the behaviour of the leadership is a powerful signal. No amount of talk can erase the impact of seeing leaders withhold crucial information, lie, stifle dissent, or pursue their own self-interest at the organisation’s expense. Oftentimes, values may be in conflict, facts may be contested, and options may be limited. There may be no unarguably right answers. Where there is no consensus about what is ethically appropriate conduct, leaders should strive for a decision making process that is transparent and responsive to competing stakeholder interests.Executive members should be willing to ask uncomfortable questions: Not just “Is it legal?” but also “Is it fair?” “Is it honest?” Not only do leaders need to ask those questions of themselves, they also need to solicit dissenting views. Most common ethical problems involve activities that are borderline fraud or that involve conflicts of interest, misallocation of resources, or inadequate accountability and transparency.
Most people involved in local sport are sincere in their belief that through sport they can make a positive difference to T&T. Their social responsibility is on display through sport. Sports administrators are still facing robust criticisms, some of it justified and constructive while in other cases it’s unpleasant, ill-informed and malicious. It is as if the constant barrage of personal attacks from some quarters is meant to bring influence to bear and to undermine independence of thought. As much as independent thought and courage is required, lack of resources is a potential threat and a sobering backdrop. When leaders govern with integrity and reinforce ethical conduct, stakeholders display a commitment to ethical values and principles in day-to-day decision making.
When leaders are genuinely committed to an ethical culture, ethical concerns will be reflected in all activities, including resource allocation, strategic planning, performance evaluations, auditing and communications.Virtue begets virtue. The fish rots from the head. The enemy within is far more dangerous. Times have changed and what was once frowned upon is now celebrated. Not many people seem to have a guilty conscience anymore. Why not simply walk away? Sport engages young people. There has been a growing concern over the years for our youth, particularly teenagers and young adults. At a time when resources are constrained, we cannot turn away from our youth.
-Brian Lewis
Source: www.guardian.co.tt