Mains Practice Questions

Stakeholders Involved

• Ananya Sharma (Deputy Manager) – Mid-level officer facing ethical and professional dilemmas.
• Junior Officers and Employees (including Ravi) – Direct victims of toxic work culture, humiliation, and lack of psychological safety.
• Senior Officers/Management – Those exercising authority and shaping workplace culture through their behavior.
• Women Employees – Particularly affected due to informal power structures and lack of inclusive spaces.
• The Organization/Public Institution – Whose efficiency, credibility, and service delivery are impacted.
• Citizens/Public – Indirect stakeholders affected by reduced efficiency and poor quality of public service delivery.

Q1. Ethical Issues Involved and Their Impact

Ethical Issues Involved

• Abuse of Authority: Senior officers misuse power by humiliating subordinates and discouraging dissent, violating principles of dignity and respect.
• Lack of Empathy and Emotional Intelligence: Public reprimands and disregard for employee well-being reflect emotional insensitivity and poor leadership ethics.
• Suppression of Ethical Voice and Innovation: Fear of ridicule discourages honest feedback, creativity, and ethical reporting.
• Gender Insensitivity and Exclusion: Informal male-dominated networks marginalize women and restrict equal participation.
• Erosion of Professional Ethics: Credit-taking and blame-shifting undermine fairness, trust, and integrity.

Impact on Morale, Productivity, and Organizational Effectiveness

• Low Morale: When employees work in an environment where fear, humiliation, and lack of appreciation are common, their motivation gradually declines. Over time, this weakens their sense of belonging and commitment to the organisation.
• Reduced Productivity: A demotivated workforce is less likely to take initiative or perform efficiently. Employees begin to work only to meet minimum requirements rather than striving for excellence, ultimately reducing overall productivity.
• High Attrition and Talent Loss: A toxic work environment pushes capable and sincere officers to seek transfers or alternative opportunities. Frequent turnover results in the loss of experienced personnel, disrupts continuity in administration, and increases the burden on remaining staff.
• Decline in Innovation and Creativity: When employees fear criticism or humiliation, they avoid sharing new ideas or suggesting improvements. This suppresses creativity and prevents institutions from evolving, adapting, or improving service delivery.
• Weakened Public Service Delivery: Poor morale and low motivation directly affect the quality of public services. Delays, inefficiency, and lack of responsiveness become common, ultimately harming citizens who depend on effective governance.

Q2. Ethical Dilemmas Faced by Ananya and Possible Courses of Action

A. Ethical Dilemmas Faced by Ananya

• Integrity vs Career Security: Ananya faces a conflict between upholding ethical values such as fairness, dignity, and justice and safeguarding her own career progression.
• Speaking against toxic practices may invite retaliation, while silence ensures personal safety but compromises moral integrity.
• Duty to Organization vs Duty to Colleagues: While she owes loyalty to the institution, she also has a moral responsibility towards her colleagues who are being humiliated and demoralized.
• Balancing institutional loyalty with compassion for co-workers poses a serious ethical challenge.
• Conformity vs Moral Courage: The prevailing culture rewards silence and conformity. Standing against unethical practices requires moral courage but may lead to isolation, professional hostility, or career stagnation.
• Short-Term Stability vs Long-Term Organizational Health: Ignoring toxic behaviour may preserve temporary harmony, but it damages long-term organizational effectiveness, trust, and morale.
• Acting ethically may cause short-term disruption but ensures sustainable governance.
• Personal Values vs Institutional Culture: Ananya must choose between adapting to a flawed system or attempting to reform it, even if institutional norms discourage dissent and accountability.

B. Possible Courses of Action

• Passive Compliance (Maintain Status Quo): Ananya may choose to remain silent to protect her career and avoid confrontation.
  • Merit: Ensures personal safety and stability.
  • Limitation: Perpetuates injustice, erodes self-respect, and contributes to organizational decay.
• Informal and Persuasive Engagement: She may engage seniors privately, promote respectful communication, and mentor juniors to create a positive micro-work culture.
  • Merit: Non-confrontational and practical; may gradually influence behaviour.
  • Limitation: Limited impact if senior leadership remains indifferent.
• Formal Institutional Action: Raising concerns through official channels such as HR, internal grievance redressal mechanisms, or ethics committees.
  • Merit: Rule-based and transparent; creates documented accountability.
  • Limitation: Risk of backlash or victimization if institutional safeguards are weak.
• Leading by Ethical Example: Ananya can demonstrate ethical leadership by treating subordinates with dignity, encouraging participation, and rewarding merit.
  • Merit: Builds trust and sets a moral precedent within her sphere of influence.
  • Limitation: Cultural change may be slow and limited to her immediate team.
• Seeking Collective and Systemic Solutions: Encouraging peer support, anonymous feedback systems, and workplace sensitization programs to address structural issues.
  • Merit: Sustainable and less confrontational; shifts focus from individuals to systems.
  • Limitation: Requires institutional willingness and time to show results.

A balanced and phased strategy is most appropriate:

• Begin with ethical role modelling and informal mentoring.
• Engage seniors constructively and privately, focusing on outcomes and public service delivery.
• Gradually push for institutional mechanisms and collective reform, backed by data and constitutional values.

This approach reflects practical wisdom (phronesis)—combining moral courage with prudence—while upholding the core civil service values of empathy, integrity, accountability, and commitment to public good.

Q3. Role of Ethical Leadership and Positive Organizational Culture

Ethical leadership and a healthy organizational culture play a crucial role in building efficient, humane, and accountable institutions. They shape how employees behave, interact, and perform their duties, ultimately influencing the quality of public service delivery.

Contribution of Ethical Leadership

• Promotes Trust, Fairness, and Integrity: Ethical leaders act with honesty and impartiality, which builds trust among employees. When leaders are fair in decision-making and transparent in their actions, employees feel respected and valued, leading to higher morale and commitment.
• Creates a Psychologically Safe Work Environment: Ethical leadership ensures that employees can express ideas, raise concerns, or admit mistakes without fear of humiliation or punishment. Such psychological safety encourages open communication and innovation.
• Strengthens Accountability and Responsibility: Leaders who practice ethical conduct set clear expectations and take responsibility for their decisions. This promotes a culture where accountability is shared at all levels of the organization.
• Enhances Moral Legitimacy of Authority: When leaders act with integrity, they gain moral authority, not just formal power. Employees are more willing to follow directions and align with organizational goals.

Measures to Promote a Healthy and Inclusive Work Culture

• Clear Codes of Conduct: Well-defined rules regarding behaviour, respect, and professionalism help set clear expectations. Zero tolerance towards harassment, discrimination, or abuse reinforces dignity at the workplace.
• Training in Ethics and Emotional Intelligence: Regular training helps employees develop empathy, self-awareness, and conflict-resolution skills, enabling healthier interpersonal relationships and better decision-making.
• Effective Grievance Redressal Mechanisms: Confidential and accessible grievance systems encourage employees to report issues without fear of retaliation, strengthening trust in the institution.
• Leadership by Example: Senior officials must model ethical behaviour through their actions. When leaders demonstrate fairness, humility, and respect, it sets a standard for others to follow.
• Recognition and Positive Feedback Systems: Acknowledging good performance and ethical conduct boosts morale, motivates employees, and reinforces positive behaviour across the organization.

Conclusion:

Ethical leadership and a positive workplace culture are essential for effective and people-centric governance. They foster trust, motivation, and accountability among employees. Without these values, institutions risk inefficiency, low morale, and erosion of public trust.