NEWS
The Implications of Courage in the Workplace
Many people assume that there isn’t a need for courage in the workplace. However, according to research from Monica Worline, assistant professor of organization and management, courageous behavior is not only needed, but benefits companies. She concludes that managers should encourage constructive criticism of the organization, whether it is in reaction to day-to-day-projects gone awry or a response to more serious ethical breaches.
Courage, as defined in Worline’s research, means acting in a way that upholds the mission and values of the company, even in the face of fear or reprisal. Worline says, “Managers must create a climate where difficult things can be said, and there won’t be a fear of what happens in the future. I call courage in the workplace constructive opposition—when someone is standing against a flow of events that are harmful to the vision of the organization.”
Employee training can play a critical role in encouraging courageous behavior in the workplace. Worline notes, “In the wake of Enron, many companies are emphasizing critical thinking as a part of the training for their employees. It’s the ability to ask thoughtful questions and to challenge assumptions—all for the better of the organization. If you have an organization like Enron, where a lot of what the company does is a mystery, then you’re setting up a system that doesn’t allow people to act courageously.”
Worline found that courageousness didn’t necessarily help someone become a corporate leader. She notes, “Many have a romanticized view of leadership—what author Joseph Campbell calls the ‘hero’s myth.’ It’s the image we have in Western culture of fighting the demons and returning home triumphant and successful. I’ve discovered that it’s just as easy for the leader to be the impediment to courageous behavior as much as being the courageous one.”
Worline suggests that leaders become great observers who recognize when an employee is acting to uphold the good of the organization, even when that action is disruptive. Differentiating constructive opposition from egocentric or destructive behavior is one key way that leaders can recognize, reward, and benefit from the courage that already exists in their workforce.
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