Work: to behave, "how to" or "how profitable?"

Adhere to strict moral principles of business (even at the expense of their own profit) in a competitive environment can be very difficult. Therefore, executives and managers who are trying to adhere to a specific code of ethics, experience great psychological tension and stress. What are the consequences?

Work: to behave,

Michigan State University Associate Professor (USA), a management specialist Russell Johnson conducted the study along with colleagues, to find out how the commitment of the leaders of ethical principles in business practice affects their relations with subordinates.

Scientists have spent a total of 172 supervision of managers working in different areas - particularly in retail, education, manufacturing, and healthcare. Each of them watched for a few days. They found that managers who took "ethical" solutions to the situation of choice, the following days were significantly more likely to abuse their subordinates.

Russell Johnson emphasizes that adhere to strict principles is not always easy: "Ethical principles imply that managers often have to sacrifice personal interests, behaving" how to "rather than" how profitable ". They also need to monitor not only the final results of the work of subordinates, but the whole process of their activities, to ensure that they also adhere to the same standards. "

It is important to focus on the work after hours, if possible switch off the phone in the evening and at night

As a result - psychological burnout. On top of that often people who have made some good deed, allow themselves to immoral behavior in some other situations. Under the influence of these two factors managers break on subordinates.

To combat psychological exhaustion Russell Johnson recommends managers to take breaks during the working day, as it should get enough sleep, eat right and exercise. It is also important to be distracted from work after hours, in particular, possible to switch off the phone in the evening and at night.

Previous research by Johnson found that employees who are trying to get done as much as possible and because of this, engaged in some working chores after nine at night (especially with the use of smartphones), usually as a result of time to no more or even less than usual - because that the next day their performance drops due to a lack of rest.

As for the "permission" to violate moral principles after the right things, the study of this phenomenon are scarce and it is not clear how to deal with it. Yet Johnson advises organizations to develop a formal code of ethics. He believes that if ethical behavior becomes mandatory, managers no longer consider it their personal merit, which gives them "permission" to rudeness with subordinates.