The Cost of Control: Leaders Sacrificing Integrity for Power

In a recent informal poll, I asked, “As a leader, is it better to do something wrong that you can control or to do something right that you can’t control?” The results were striking. Every respondent chose control over doing the right thing. This overwhelming preference highlights a troubling aspect of leadership psychology — many leaders would rather maintain control, even if it means making the wrong decision, than risk doing the right thing without certainty over the outcome.

The Need for Control

This result isn’t entirely surprising. Leaders often crave control because it provides a sense of security and predictability, even if it leads to poor decisions. Control offers the comfort of managing known variables, while the right path — especially one with uncertain outcomes — feels risky and fraught with potential failure.

However, this desire for control masks a deeper issue: fear of failure. Leaders who prioritize control are risk-averse, preferring to navigate known risks rather than pursue ethically sound decisions that carry uncertainty. This short-term thinking — where immediate control is favored over long-term integrity — has significant negative consequences, as we’ll see through real-world examples.

Accountability: Control vs. Doing What’s Right

An interesting dimension of this dilemma is the notion of accountability. Leaders may feel more comfortable being held accountable for outcomes they can control, even if those actions are questionable. If they have control, they can justify their decisions. However, when faced with ethical decisions that lack clear outcomes, leaders may shy away, preferring to avoid the ambiguity of being accountable for something they cannot fully manage.

This mindset runs contrary to the modern principles of leadership, which prioritize integrity, courage, and true accountability. Ethical leadership requires leaders to embrace uncertainty and take responsibility for outcomes they may not be able to control fully. Yet, many choose the path of control, leading to poor decision-making, erosion of trust, and, eventually, failure. This is more than a theoretical issue — examples from the corporate world illustrate the damage caused by this mindset.

Case Studies: Control Over Doing What’s Right

Several real-world examples show how prioritizing control over doing the right thing leads to significant long-term damage.

1. Volkswagen Emissions Scandal (2015)

What Happened: Volkswagen, one of the world’s largest car manufacturers, installed software to cheat emissions tests, making their cars appear environmentally friendly during testing while they were emitting pollutants far beyond legal limits.

Why It Happened: Volkswagen’s leadership prioritized control over market share and sales rather than ethical behavior. Instead of innovating clean technology to meet emissions standards, they manipulated the system to maintain control over their reputation and profits.

Consequences: The scandal resulted in billions of dollars in fines, massive recalls, and a significant drop in stock prices. The damage to Volkswagen’s reputation has been long-lasting, and trust in the brand was severely eroded. Executives faced legal consequences, and the company continued to deal with the fallout.

Key Takeaway: This case demonstrates how prioritizing control over doing the right thing (producing environmentally compliant vehicles) can lead to enormous financial and reputational damage. Short-term control backfired, with long-term consequences from which Volkswagen is still recovering.

2. Wells Fargo Fake Accounts Scandal (2016)

What Happened: Under pressure to meet aggressive sales targets, Wells Fargo employees opened millions of unauthorized bank accounts in customers’ names without their knowledge or consent.

Why It Happened: Wells Fargo’s leadership was hyper-focused on controlling sales performance, regardless of the ethical implications. This led to systemic fraud, as employees felt they had no choice but to engage in unethical practices to meet quotas.

Consequences: The scandal resulted in Wells Fargo being fined $3 billion, and the bank lost the trust of its customers. Several top executives, including the CEO, resigned. The company also faced numerous lawsuits and reputational damage that it is still trying to overcome.

Key Takeaway: Wells Fargo’s leadership prioritized control over hitting sales targets at the expense of doing right by its customers. The long-term consequences, including legal, financial, and reputational fallout, far outweighed any short-term gains.

3. Boeing 737 MAX Crashes (2018–2019)

What Happened: Boeing faced intense pressure to compete with Airbus and maintain control over the commercial aircraft market. This led to the rushed development of the 737 MAX, where software issues (MCAS) were downplayed or poorly addressed. Two 737 MAX planes crashed, killing 346 people.

Why It Happened: Boeing’s leadership prioritized control over market share and profit margins, rushing the plane’s development without proper oversight regarding safety. Instead of doing what was right — slowing the process to ensure safety — they chose to push the aircraft into the market.

Consequences: The crashes led to a global grounding of the 737 MAX, massive lawsuits, and a loss of public trust. Boeing’s stock plummeted, and the company faced intense regulatory scrutiny. The leadership was widely criticized for its role in the disaster.

Key Takeaway: Boeing’s prioritization of control over safety had tragic consequences. The long-term impact on the company’s finances, reputation, and public trust was far more damaging than any short-term market gains.

Reflecting on the Consequences

These examples show how prioritizing control over integrity can lead to disastrous results — financial ruin, reputation loss, and even life loss. Leaders who focus on maintaining control may feel they can justify poor decisions in the short term, but the long-term damage often far outweighs any immediate benefits.

How Can We Shift the Mindset?

To shift leadership culture from control-based decision-making to values-driven leadership, we must focus on several key strategies:

1. Shift Reward Systems: Organizations must rethink how they reward leadership behavior. Celebrating predictable results, regardless of ethics, perpetuates control-based decision-making. Instead, reward ethical behavior, long-term thinking, and courage.
2. Build Cultures of Trust: If leaders know they are supported, even when outcomes are uncertain, they may be more willing to relinquish control to make ethical decisions. Cultures where failure is seen as a learning opportunity can help leaders make better choices.
3. Highlight Real Consequences: Use case studies like those above to demonstrate the tangible risks of prioritizing control over doing the right thing. This can prompt leaders to reflect on their default preferences and choose a more values-driven path.
4. Pose Reflective Questions: Encourage leaders to ask themselves, “Is the short-term gain worth the long-term risk?” or “What would have happened if these leaders had chosen to do the right thing, even with uncertainty?”
5. Leverage Leadership Tools: Use leadership assessment tools to help leaders evaluate their tendencies toward control versus ethical decision-making. These tools can be integrated into leadership development programs to encourage reflection and growth.

We may not change human psychology, but we can reshape leadership culture by promoting values-driven leadership and rewarding the right behaviors. Most importantly, we must keep pushing for a world where doing the right thing matters more than control.