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In an age where truth can feel like an unwelcome guest at the table of public discourse, the stakes have never been higher. We live in a culture increasingly tolerant of half-truths and outright deception. It has become a culture of lying in which it often seems more profitable or expedient to mislead than to speak plainly. As a result, trust in leadership is eroding, and the very notion of integrity is at risk of becoming antiquated. We find ourselves, as Barbara Kellerman warned in Bad Leadership and When Bad Leadership Gets Worse, teetering on the edge of a crisis in which the defects of character and action by those in power are amplified rather than reined in.

This crisis of truth does more than undermine faith in government or large institutions; it cuts deeper, wounding the fabric of our communal life. When deception proliferates, cynicism takes root—people lose hope not just in their leaders but in the possibility of honesty itself. We see it in the trivialization of serious issues, the blurring of facts with personal agendas, and the suspicion that every gesture must be scrutinized for hidden motives. Such an environment corrodes our shared sense of purpose and collective moral compass, driving neighbors and communities further apart.

As a spiritual leader, I believe this is not merely a political problem; it is a moral and spiritual one. Our respective faith traditions—whatever they may be—often emphasize the sanctity of truth-telling and the perils of deceit. Yet, in a culture where untruths run rampant, those who strive to speak honestly are cast as naïve, old-fashioned, or even threatening. Truth, ironically, becomes the “outsider” when lies dominate the conversation. In Barbara Kellerman’s analysis, bad leadership thrives in such conditions; charismatic or confident figures can manipulate public opinion more easily when the line between right and wrong is blurred.

It is here that the wisdom of Joseph Jaworsky, a former lawyer, founder of the American Leadership Forum, head of Generon Consulting, and son of the late Leon Jaworski, the renowned Watergate prosecutor, rings especially true. He once said, “Truth-telling is more than not lying.” This simple yet significant insight pushes us beyond the narrow idea that honesty is merely about avoiding deception. Instead, it calls us to proactively seek, speak, and stand by the truth, even when it is uncomfortable or demands difficult self-reflection. By this standard, genuine truth-telling emerges as an act of moral leadership in its own right, one that preserves our ethical bedrock while fostering deeper trust between leaders and the communities they serve.

Hope does remain, though, if we are willing to see truth-telling not just as an obligation, but as an opportunity to reclaim the integrity of our institutions and our personal convictions. Leaders, whether in business, government, faith, or education, who place truth at the center of their work create a ripple effect of trust. Such trust, once established, revitalizes the sense of shared accountability and mutual respect that undergirds any healthy society.

Ultimately, each of us bears responsibility for cultivating an environment where truth can thrive. Citizens must remain vigilant, questioning those who wield power and refusing to settle for evasions or “spin.” Faith communities can model a culture of sincerity by admitting failings, repenting of falsehoods, and holding leaders accountable in both word and deed. Indeed, it is in these small acts of courage, choosing to speak honestly or refusing to participate in deceit, that we begin to shift the landscape.

In a culture of lying, truth may seem like the solitary lantern in a dark corridor, but even a single flame can illuminate what was once hidden. By honoring truth, in the spirit of Joseph Jaworsky’s call to go beyond mere avoidance of lies, we help break the cycle of bad leadership. Let us remember that our words carry power; in them, we hold the potential to either deepen the shadows or guide one another toward the light.

 

Story and photo credit: Mark J. Chironna PhD.