A634.7.4.RB_SiegmundWayne

Egoism: Psychological and Moral

          Psychological and ethical egoism, according to LaFollette (2007) are theories about one's motivation for acting in one's own self-interests. If one is solely interested in seeing another appearing appreciative for they do for them, they would satisfy the theory of ethical egoism. If one is solely interested in getting something out of doing something for another, they would be satisfying the theory behind psychological egoism. Psychological egoism purports that selfishness is inherent in the act, therefore, the motivation is substantiated by the desire to, and ought to please oneself. If this was still the case, yet one also believed that they ought to also be motivated by the desire to please another to some degree, despite what is received in return, then a more ethical choice has been made.
          Egoism, in my view, is generally an idea of one exercising their right and desires for self, based on self-interests, albeit they may be interested in someone else's welfare and not just their own. Harrison (1986) states, " the 'proof ' of egoism is not the content of one's choice but the fact of choice making. If it is my choice, then by definition it is the choice that is most satisfying or comforting to me. Consequently, I have acted in my self-interest." In practice and in general perception, I follow Harrison's view and ultimately see egoism as a way of exercising all decisions no matter the desire, or content, for the ultimate reason I am in fact making any choice is because it is the best choice of all alternative decisions at that time that is most satisfying.
          In any given organization or workplace, leading with ego when ethical decision ought to be made presents the psychological egoism thesis preventing consideration for anyone else's welfare save the one leading with ego. The implications of this scenario are the sacrificing of community and isolation of self. If we all remain so focused on decisions that were only self-servicing without ever considering others that may be affected by such decisions, we will lose the single most valuable asset we can have for one another - service.
          Leaders should get benefits commensurate with the level of leadership they exercise as well as the quality of leadership, and time they have put in. I feel this should be the standard across all levels of leadership displayed from non-management to the executive. While it is important to reward leadership for the level of responsibility, it is just as important to offer these same types of benefits to those who perform throughout the enterprise.
          In terms of rewards for promoting ethical behavior, leaders ought to be recognized at the enterprise level offering visibility and credentials. Perhaps an 'Ethical Leader of the Quarter' may be provided privileged parking, additional corporate stocks and five days paid leave during that quarter. Surely a show of appreciation is a great incentive to also promote ethical behavior.

References:

Harrison, L. (1986, June.). Egoism, altruism and market illusions: The limits of law and economics. Retrieved from Careerbuilder.com/advice/is-it-ok-to-lie-on-a-resume

LaFollette, H. (2007). The practice of ethics. Malden, MA: Blackwell Publishing.

Westacott, E. (2017, March 6.). What is psychological egoism? Retrieved from https://www.thoughtco.com/what-is-psychological-egoism-3573379