Favoritism Results in Senior Officials Resignation

Introduction

It is important to note, from the onset, that officers in the Service look up to their seniors for guidance and direction. Towards this end, the said officers are likely to model their behaviors and approach to issues on the basis of the core values embodied by the said seniors. For this reason, senior enlisted leaders must strive to do the right thing at all times. In so doing, they must not only demonstrate ethical and moral maturity, but also desist from abusing their positions of authority, fraud, and other violations. As this text will demonstrate, for those in positions of leadership, the relevance of adhering to the appropriate standards of conduct, fundamental moral values, and ethical rules cannot be overstated.

Discussion

In one of the ethical failures catalogued by the U.S. Department of Defense (DoD), a senior official had to tender his resignation as a consequence of favoritism accusations. In this particular case, investigators were told of a number of instances in which employees witnessed a colleague of theirs (serving as component program director) and the official having what could be referred to as inappropriate physical contact. On the basis of their close relations, investigators were told that the official was fond of the program director and often extended favors to her that were not extended to other employees. Such favors included, but they were not limited to, favorable adjustments to her work schedule and approval of her requests for leave during periods deemed critical. Further owing to her closeness to the official, the program director also wielded greater authority than entitled by her position and her opinions and suggestions were often given precedence over those of other employees. Employees also complained of being repeatedly demeaned by the official, whose approach to issues, as well as conduct had also lead to the creation of a hostile work environment. In the final analysis, therefore, the official effectively presided over and sought to implement a culture of unfairness and inequality where one...…equals. This was the very same ideal promoted by Aristotle, with his affirmation to the effect that equals should be treated equally (Machan, 2013, p. 65). The program director was an equal treated unequally, and offered undue advantage over her peers.

Conclusion

Officers in positions of authority have a moral and professional obligation to promote the Services core values and serve as role models for those who look up to them for guidance and direction. Towards this end, they ought to be custodians of the relevant moral standards, i.e. fairness and justice. They must not at any point in time, and in the performance of their duties, lose impartiality. Additionally, they ought to be accountable and demonstrate selfless service by way of shaping the attitudes of those they lead or command. This is more so the case given that failure to do so, as has been clearly highlighted in this text, could have a negative impact on not only the wellbeing of the employees affected, but also on the overall…