When leaders change their minds

Try as they might, leaders are not able to always do what they say. Some followers will find this inconsistency understandable; others condemn it as hypocrisy.

In From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation?, Daniel Effron, LBS Associate Professor of Organisational Behaviour, and his co-authors seek a way for leaders to anticipate when ‘saying one thing but doing another’ counts as hypocrisy so they don’t invite negative judgments.

Whereas previous scholarship on hypocrisy in organisations equates hypocrisy with “failing to practise what you preach,” Dr Effron and colleagues argue hypocrisy is a subjective interpretation of why the practising and preaching are inconsistent with each other, according to the paper – co-written by Kieran O’Connor, Assistant Professor of Commerce, McIntire School of Commerce; Hannes Leroy, Associate Professor of Organisational and Personnel Management, Rotterdam School of Management; and Brian Lucas, Assistant Professor of Organisational Behaviour, School of Industrial and Labour Relations, Cornell University.

As a result, not all leaders who say one thing but do another will be perceived as hypocrites.

“Business leaders are advised to walk the talk and to practise what they preach and that is good advice,” says Dr Effron. “However, it is naive to think your words and deeds will never be inconsistent in a way that leaves you open to an accusation of hypocrisy.

“Life is not that simple. We all need to balance values that can come into conflict, and leaders especially need to do this without coming across as hypocrites.”