The low completion rates of daily job duties within the Security Operations Management Team (SOMT) present a complex ethical dilemma, involving a multitude of facets of managerial responsibility, organizational culture, and leadership dynamics. At its core, the issue raises critical ethical questions centered around accountability, fairness, leadership, and the handling of employees (Cast Members) within the organization. To thoroughly assess the issue, a focus on the ethical dimensions, challenges, and key ethical theories that underpin the problem may ultimately assist in building a proposal for an ethical decision-making framework for leaders – one that could bring motivation to complete these daily tasks.
Diving into the ethical nature of the issue within the SOMT, many key factors are brought to light and can be further investigated to bring members of the team face to face with the reality of the problem, why their lack of task completion is a problem, and how to move forward in a positive direction.
The culture of task delegation without clear structure of those tasks (what is expected from executive leadership, senior leadership, and among each sub-team) has created an environment where the burden of incomplete work is unequally distributed. The “someone else will take care of it” attitude has ethical implications regarding fairness, as some managers may be expected to take on additional work without proper recognition or reward, thus calling into question respect among teammates (Johnson, 2022, p. 339). Additionally, burnout among driven managers who take on extra duties to make up for others’ lack of accountability further exacerbates the ethical issue of fairness throughout the SOMT. This creates an imbalance in which some are overburdened while others are underperforming.
An absence of accountability creates a distrustful atmosphere. Managers who do not complete their daily tasks create a breakdown in communication and transparency, leading to confusion, frustration, and disengagement among leaders and subordinate employees. Ethical leadership requires transparency in both actions and expectations. Without clear visibility to what has been finished and what is pending, both individual and team-based productivity suffer, eroding trust in managerial ability to lead effectively (Kouzes & Posner, 2018, p. 112).
Failing to provide clear expectations, resources, of support to managers regarding their duties can lead to a diminished sense of personal worth and dignity among SOMT leaders. When employees feel their efforts are not valued or that they do not have the necessary resources to succeed, personal and professional dignity are undermined. Additionally. When managers face conflicting priorities without clear guidance how to prioritize tasks, their autonomy and ability to succeed are compromised and disengagement may ensue and ultimately lead to burnout.
One of the primary ethical dilemmas the SOMT faces is the failure of some team members to hold themselves accountable for their responsibilities. When employees on any level fail to meet individual obligations, failure can be seen on both the part of leadership’s as well as the individual’s integrity. This, in turn, not only affects the immediate team but the broader organization, as trust in the system is lost. The lack of clear accountability systems for managers who do not fulfill their duties leads to ethical concerns of fairness and integrity as well.
There are many ethical theories with direct applications to the issue of SOMT managers not completing daily tasks. These ethical theories can be applied to any number of organizational groups displaying minimal to detrimental individual efforts in accomplishing tasks within a team’s responsibility.
According to deontological ethics, individuals have a moral obligation to fulfill their duties and responsibilities regardless of the consequences (Bowen, 2004, p. 315). Within this perspective, the failure of SOMT managers to complete daily task could be seen as an ethical violation as they are neglecting their duty to the team and the organization. Clear task delineation and accountability are necessary to ensure every manager fulfills their obligations, promoting fairness and consistency (Beauchamp & Childress, 2019, p. 102).
Focusing on the outcomes of actions, consequentialism (or utilitarianism) aims to maximize overall happiness and well-being (Bowen, 2004, pp. 314-315). Taking this perspective, the lack of task completion among SOMT managers can be viewed as unethical as it is leading to negative consequences for the entire department – lower team morale, decreased productivity, and the stress of potential regulatory non-compliance (company and governmental). The ethical action would then be to implement systems promoting task completion -thus avoiding the ripple effects of incomplete work- benefiting the broader organization and stakeholders.
Developing good character traits, such as responsibility, integrity, and diligence, virtue ethics is another lens through which to view the issue plaquing the SOMT. Managers failing to complete their tasks are not exhibiting the virtues essential for effective leadership, including such ideals as honesty, integrity, and fidelity (Velasquez et al., 1988). To foster a culture of excellence, SMOT managers should cultivate virtues encouraging reliability, accountability, and effective leadership. The ethical decision-making framework applicable here would involve encouraging personal and professional development in these virtues which would, in turn, help managers meet their responsibilities.
Social contract theory focuses on the reciprocal relationships between individuals and the organization. It posits that individuals have a responsibility to fulfill their roles and meet expectation in exchange for the support and resources provided by the organization. When managers fail to complete their duties, this social contract is breached, and the cooperative nature of the work environment is undermined. Ethical leadership involves upholding the principles of mutual obligation, ensuring expectations are clear and resources are available to support task completion, to protect against humiliation of the team let alone the individual (Matan, 2004, p. 131).
The ethical significance of this issue is profound. The low completion rate of daily tasks affects the internal functioning of the department as well as the well-being of employees and the community the organization serves. The failure to perform essential duties compromises employee performance, operational efficiency and effectiveness (Itani et al., 2019, p. 425) and creates an environment of disengagement, burnout, and even financial losses due to overpayments (improper timekeeping/payroll) and non-compliance (government fines). From an overarching organizational perspective, ethical leadership is integral to foster a culture of accountability, trust, and fairness. When managers fail to meet expectations, it creates a trickle-down effect impacting the entire organization. The lack of accountability exacerbates disengagement and lowers morale, ultimately hindering departmental ability to meet goals and fulfill obligations to all stakeholders.
The organization faces operational inefficiencies, lost opportunities, potential non-compliance of regulatory requirements, and a weakened organizational culture.
From an ethical perspective, the organization has a duty to operate fairly, transparently, and efficiently and the failure to manage resources effectively can lead to broader societal implications including legal and reputational risks.
The lack of clear expectations and accountability places undue stress on some managers while others disengage. This disparity creates imbalance and unfair working conditions, contributing to burnout and job dissatisfaction.
Including peers and subordinates, the failure of managers to fulfill their duties leads to a lack of direction, increased confusion, and low morale among team members which affects their job performance and satisfaction.
Given the identified ethical concerns, an appropriate decision-making framework for leaders within the SOMT should encompass and focus on accountability, transparency, and employee well-being. To begin building the framework, clear expectations must be established. Senior leaders should consult amongst the sub-teams to define and communicate clear, measurable objectives for SOMT managers. Ensuring managers understand their roles and responsibilities will create a fair and transparent environment in which all know what is expected.
Next, accountability systems must be implemented. Introducing performance management systems to track task completion and hold managers accountable for their duties will encourage responsibility. Feedback loops providing regular updates and reviews will help managers remain on track and ensure tasks are completed in a timely manner. To address the challenges of time management, delegation, and prioritization, managers should be offered leadership development programs. This training will help cultivate needed skills to manage teams effectively and meet individual responsibilities (Kouzes & Posner, 2018, p. 115).
Encouraging and supporting a collaborative culture will further strengthen the SOMT. Fostering a culture of collaborative teamwork where managers feel supported by one another will encourage open communication, sharing of resources, and recognizing efforts, thus reducing disengagement and burnout and will build trust among the team (Itani et al., 2019, p. 431). Leaders must be proactive and willing to identify and call out signs of burnout and disengagement. Providing mental health support, manageable workloads, and promoting work-life balance will assist the long-term well-being of managers.
The ethical dimensions of the low completion rates of daily job duties within the SOMT require leaders to act with integrity, accountability, and empathy. Employing a comprehensive ethical decision-making framework, emphasizing clear expectations, transparency, and support, leaders can begin to resolve this issue and foster a culture of responsibility and engagement. This approach will not only improve departmental performance, it will strengthen the organization’s ethical standing and leadership practices, ensuring the historical reputation for greatness endures.