The Rise of Dishonest Leaders: Causes and Solutions

Honesty is a fundamental human value. Yet, the world has witnessed increasing indifference toward honesty over the past several years and stood by while dishonest leaders rose to positions of power and influence. This article provides novel theorizing to explain the rise of dishonest leaders. We theorize that intergroup conflict elicits a zero-sum mindset, leading people to focus myopically on how their in-group can triumph over an out-group. This focus leads people not only to engage in dishonesty, but also to judge dishonesty more positively in others—including leaders. Specifically, when dishonesty is used to defeat an out-group, it is perceived as a signal of competence and parochial benevolence, despite being costly in the long run. As a result, people knowingly support (e.g., elect, follow) dishonest leaders. In the present article, we integrate recent findings in organizational behavior, moral psychology, political science, and sociology to build this theory. We conclude by discussing new strategies that individuals and organizations can implement to promote honesty. Ultimately, this research deepens our understanding of honesty and the forces that promote and impede its development in leaders and their followers.