Managing Under Duress: Ethical Leadership, Social Capital and the Civilian Administration of the British Channel Islands During the Nazi Occupation, 1940–1945

Sanders, Paul

doi:10.1007/s10551-010-0629-4

Cited by 8 publications

(7 citation statements)

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“…Her error lies in the extrapolation of conditions in the ghettos and camps of Eastern Europe to conditions in other parts of occupied Europe, where the situation was different. It has now been shown, however, that certain leadership dispositions can have positive effects in situations where no such thing could have been anticipated (Sanders, 2010(Sanders, , 2015. Notes 1.…”

Section: Resultsmentioning

confidence: 99%

The ‘strange Mr Kastner’ – Leadership ethics in Holocaust-era Hungary, in the light of grey zones and dirty hands

Sanders

2015

Leadership

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As the leader of a group of rescue activists in Holocaust-era Budapest, Rezso 00 Kasztner saved the lives of large numbers of Jews through negotiations with Nazi officials. This activity coincided with the deportation of thousands of others, and after the war Kasztner was considered by some to have made a Faustian bargain: his silence in return for the lives of the few. The ethics of this case have been approached from a variety of theoretical vantage points, none of which have the analytical power and pertinence to render justice to an existential challenge of this magnitude. The article therefore draws upon dirty hands as an alternative. Sustaining a dirty hands argument in this case relies on retaining a measure of skepticism with regard to established narrative framing, acknowledging the incidence of grey zones and replacing the implicit norm of agency in studies on Holocaust-era leaders with context focus.

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Section: Resultsmentioning

confidence: 99%

The ‘strange Mr Kastner’ – Leadership ethics in Holocaust-era Hungary, in the light of grey zones and dirty hands

Sanders

2015

Leadership

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“…Some might argue that social capital depletion in Guernsey was the result of the worsening of the environmental outlook in the wake of the Nicolle-Symes affair. This overlooks, however, that social capital depletion was triggered before the arrival of the German force (Sanders 2010). That so many left in June 1940 can be put down to wavering and miscommunication on the part of the British government, but also to the lack of resolve of the Guernsey leaders.…”

Section: Collaboration and Resistance As A Dirty Hands Problemmentioning

confidence: 99%

“…The signal given was that those who got into trouble with the Germans should not rely on any assistance; but the overall orientation was to neither encourage nor discourage passive resistance. This took into account the growing despondence among certain people, who might revert to desperate means, if they were not given a lid to let off steam (Sanders 2010).…”

Section: Collaboration and Resistance As A Dirty Hands Problemmentioning

confidence: 99%

“…In an article published in 2010 that investigated civilian leadership responses to an extreme context (Hannah et al 2009), the German Occupation of the British Channel Islands in the Second World War, I showcased the social capital dimension of ethics and leadership under duress (Sanders 2010). My aim was to comparatively measure ethical leadership outcomes in the two main islands of Jersey and Guernsey and explain the difference through the social capital link.…”

Section: Introductionmentioning

confidence: 99%

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Legitimacy, social capital, and dirty hands: a three-constituent approach to ethics and leadership under duress

Sanders¹

2015

LATH

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This article problematizes leadership ethics in the context of a duress situation, using the concept of dirty hands. Comparative historical case study material from the German Occupation of the British Crown Dependencies of Guernsey and Jersey in the Second World War showcases how dealing with the incumbent leadership challenges posed by duress can be ethically optimized. The article argues that this is related to the management of social capital and legitimacy. The article's relevance to global leadership is owed to the fact that globalization increases gray zones and, with it, the likelihood of dirty hands reflexes. It contributes to an ongoing historical turn in management studies, through its advocacy of the historical method.

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“…Sanders contends that leadership, in such 'moral grey zones' has to engage with the specific challenges of duress ethics and the theorem of dirty hands rather than conventional ethical theories. The paper will draw on Sanders' (2010Sanders' ( , 2016 ethical framing of Wicked Problems and duress ethics and offer additional insights for the notion of duress ethics and examples of the communication contradictions inherent in double effect or double bind theory (Bateson, 1972;Bateson et al, 1956;Gibney, 2006). Double effect or double bind theory underpins the idea of dilemmas based on contradictory communication and resultant demands being placed on an individual leading to a response construed as incorrect: dammed if you do, doomed if you don't.…”

Section: Introductionmentioning

confidence: 99%

Leadership in the ‘Wicked’ Problem of Bosnia’s civil war: A case study examining ethical decision making under duress

Watters

2017

Leadership

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The author, as a UN Commander in Bosnia in the early 1990s, faced what he believed to be an ethically insoluble dilemma entangled in the Wicked Problem of Bosnia's civil war. Bosnia's civil war was a Wicked Problem constructed by history, the warring factions and the UN's policy of neutrality. The moral uncertainty of leading in Bosnia's Wicked Problem generated a tendency to construct Tame Problems enabling forthright action guided by deontological principles of moral certainty. The reality of the Wicked Problem required leaders to adopt Utilitarian judgements based on projected consequences, as in Bosnia's grey zone the Deontological certainties did not appear valid. When a Wicked Problem morphed into a crisis or Critical Problem requiring direct action, the morally correct course had to be instinctive aligning with Virtue ethics, the ethical character of the actors. This article is an attempt at reflective learning through post hoc sense making of events portrayed in a case study, the events fractured relationships, changed lives and provided stark lessons.

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Managing Under Duress: Ethical Leadership, Social Capital and the Civilian Administration of the British Channel Islands During the Nazi Occupation, 1940–1945

Abstract: Channel Islands, Nazi Occupation, social capital, ethical leadership,

Cited by 8 publications

References 30 publications

The ‘strange Mr Kastner’ – Leadership ethics in Holocaust-era Hungary, in the light of grey zones and dirty hands

The ‘strange Mr Kastner’ – Leadership ethics in Holocaust-era Hungary, in the light of grey zones and dirty hands

Legitimacy, social capital, and dirty hands: a three-constituent approach to ethics and leadership under duress

Leadership in the ‘Wicked’ Problem of Bosnia’s civil war: A case study examining ethical decision making under duress

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