When Ethics Fade, Intrigue Takes Power

By: Pascoa Themba Buque
ETICAndo
It is widely understood that leadership is, by its very nature, an exercise in moral and ethical responsibility. It is not merely about occupying a position of authority, but about having the ability to influence behavior, shape environments, and set the tone for human relationships.
When this potential fails—when ethics disappear from leadership—the void that emerges does not remain empty for long. It is quickly filled by intrigue, gossip, and mistrust, creating discomfort and eroding any sense of collective purpose or engagement.
Unfortunately, we witness such environments in various contexts: leaders who, instead of promoting cohesion, transparency, and respect, foster division, fear, and suspicion. In such settings, intrigue becomes a tool of control, while gossip, alliances, and factionalism turn into survival strategies. Spaces that should encourage healthy work and harmonious coexistence become minefields of suspicion and often silent conflict.
An uncle of mine used to say: “My daughter, when a leader behaves this way, it is because they are fragile—because they lack knowledge of their own work and are not humble enough to build strong environments by surrounding themselves with the best. When a leader hides behind the mistakes of others, know that such a leader is weak; they need division, they need to expose others’ flaws.”
This type of leadership is not only weak and lazy—it is dangerous.
Leaders who foster intrigue often believe they are strengthening their power. They create rivalries, manipulate information, and pit people against one another to avoid challenges to their authority. However, such power is illusory and short-lived, as it is sustained by fear, not respect; by manipulation, not trust.
The consequences are deep and far-reaching:
productivity declines,
team spirit disappears,
talent is suffocated by fear, and
people stop collaborating and begin to protect themselves.
The absence of ethics in leadership is not merely an individual issue—it is a structural problem. It is therefore urgent to reclaim the true meaning of leadership: to lead is to serve, to unite, and to inspire by example.
An ethical leader does not need intrigue to assert themselves. Their strength lies in integrity, fairness, and the ability to create environments where everyone feels valued and safe.
For all of us, there is an important responsibility: beyond denouncing poor practices, we must make a collective call:
not to normalize intrigue as a leadership style,
not to accept gossip as a management tool, and
above all, not to confuse authority with manipulation.
Because, in the end, true leadership is not measured by the control one exerts over others, but by the positive impact one leaves on their lives—by the respect, trust, and even protection a leader offers to their team.
Life teaches us that to lead is to create spaces of respect, harmonious coexistence, and trust. It is to foster environments that value everyone’s knowledge, encourage empathy, and promote collective growth.