Chapter 1: The Rise of Unfit Leaders

Indonesia has recently experienced significant unrest due to widespread protests against proposed legal amendments perceived as bolstering President Joko Widodo's authority. However, this discussion isn't focused on Indonesian politics; rather, it delves into a broader philosophical inquiry: why do individuals with questionable character frequently ascend to leadership roles?

We've all contemplated this phenomenon, whether regarding a political figure, a superior at work, or a local representative. Despite the existence of more qualified candidates, they often remain overlooked. This occurrence highlights that leadership is not solely based on skill; rather, it involves the dynamics of power acquisition.

Our experiences with ineffective leaders often result in disengagement, mistrust, reduced productivity, and heightened stress levels. Yet, we must acknowledge that leadership is a challenging role. Those in power expose themselves to risks, becoming targets for criticism and scrutiny. Much like a caterpillar perched on a tea leaf, the higher one climbs, the more adversities one faces. While it's easy to place blame on leaders for our difficulties, we must recognize our own tendency to gravitate toward flawed leaders. Just examine the electoral outcomes in your own nation.

Imagine starting a Netflix series about an impeccably ethical leader—no scandals, no corruption. It's likely that you wouldn't stick around for long. Conversely, a documentary chronicling a leader's controversial escapades, wealth, and personal vices would probably have you hooked. This is the nature of storytelling in politics; sometimes, the accuracy of the narrative takes a backseat to its delivery. This could explain why a candidate like Trump secured the presidency despite spreading numerous falsehoods.

Similar to toxic relationships, we often find ourselves captivated by dynamics. Instead of relying on rationality, we tend to choose leaders who resonate with our emotions and identities. This gives rise to identity politics, where individuals select leaders who reflect their own experiences and backgrounds.

A key tactic for gaining power is capturing public attention—akin to relentless advertising. Leaders who dominate the media, whether through charisma or controversy, keep themselves in the public eye. In today’s world, visibility equates to power, and it matters not if the attention is favorable or unfavorable; what’s crucial is that they remain a topic of conversation.

Another strategy involves framing crises—positioning oneself as the savior amidst chaos. While a leader may not resolve every issue, they can portray themselves as essential in navigating challenges. The complexities of modern problems often make it impossible to attribute blame to a single individual. By amplifying fears, they can solidify their role as indispensable.

Chapter 2: Ethical Dilemmas in Leadership

In the context of leadership decisions, Winston Churchill's experience during World War II serves as a poignant example. He faced a real-life variation of the trolley problem when British intelligence cracked the Nazi Enigma code, allowing them to intercept critical German communications.

One harrowing scenario involved the discovery of a planned German U-boat attack on an American convoy. Churchill faced a brutal choice:

1. Alert the Americans: This would save lives but compromise their intelligence advantage, risking greater losses in the long term.
2. Remain Silent: Allowing the attack to proceed would result in immediate casualties but preserve the code-breaking secret, potentially safeguarding countless lives in future engagements.

Churchill’s choice to remain silent illustrates the painful realities of wartime leadership, where decisions often involve choosing between two negative outcomes. His belief that preserving the Enigma secret would lead to greater long-term success underscores the complexities leaders face.

But why do leaders often falter in their decision-making? A significant factor is the "dirty hands" problem—leaders must often compromise their ethics, risking their reputations. As Newton's third law suggests, every action leads to an equal and opposite reaction.

Leaders face the dual challenge of creating positive outcomes for some while inadvertently harming others. As Brian Klaas points out, those at the top must navigate a delicate balance of benefiting certain groups while disadvantaging others.

Moreover, leaders often adapt to thrive within flawed systems. When ethical choices are challenging, they may resort to making the best out of bad decisions. Understanding this nuance reveals that every choice carries inherent risks and uncertainties.

Chapter 3: Psychological Influences on Leadership Selection

The reasons behind our inclination to choose the wrong leaders often stem from psychological biases and societal influences. Brian Klaas identifies three primary factors: the confusion between confidence and competence, the magnetic pull of charisma, and the allure of narcissism.

Confidence vs. Competence: People often conflate confidence with competence. A person who speaks assertively may seem knowledgeable, but this does not guarantee they possess the necessary skills.

The Power of Charisma: Charismatic individuals have a disproportionate influence on leadership choices, particularly in the era of mass media. The ability to tell engaging stories can overshadow factual accuracy, drawing us to leaders who evoke strong emotions.

The Appeal of Narcissism: Narcissistic leaders are adept at self-promotion and often project an image of superiority that can be mistaken for genuine strength. Their confidence can be mesmerizing, allowing us to overlook their negative traits.

Beyond these traits, the promise of hope plays a crucial role in attracting us to poor leaders. Bad leaders often rise by instilling a sense of optimism for the future, offering change and solutions that resonate with our deepest desires for a brighter outcome.

As the philosopher Ernst Bloch argued, hope is a driving force behind human actions. We seek leaders who can inspire change, even when evidence suggests otherwise. In times of uncertainty, the allure of a hopeful leader can be irresistible.

Conclusion

In our pursuit of leadership, we often find ourselves drawn to unsuitable candidates. The combination of confidence, charisma, and the promise of hope can cloud our judgment, enabling disruptive individuals to rise to positions of power.

However, we can change this pattern. By recognizing the psychological traps we fall into, we can select leaders who not only inspire hope but also act with integrity and commitment to the greater good. Shifting our focus from superficial traits to those that truly matter—such as integrity, competence, and a genuine dedication to positive change—can lead us toward better leadership choices.