(Whitley, 1999).
Immanuel Kant believed that we all have the power to control our actions and to refrain from doing what we know to be wrong, no matter how strong the temptation may be. This power is "free will," and Kant illustrates it with a thought experiment: Suppose you feel what seems to be an irresistible temptation to do something you believe to be wrong. The opportunity is there before you. But imagine that in front of the house where you have this opportunity a gallows stands on which you would be hanged immediately after satisfying your desire. No doubt you would be able to control yourself after all. Now suppose that a dictator threatens you with this same death unless you consent to testify falsely against an innocent stranger whom the tyrant wishes to destroy. You may not be sure what you would do, but you certainly know both that you should not obey, and that you could refuse the request. Thus you know that you are free: you either choose to do the right thing, or you choose to go along with your desire to preserve your own life. Either way, it will be your own, free decision. Your moral obligation makes your freedom evident to you. (Allison, 1990) Free will can seem to be directly experienced when we make choices. Reflecting on Kant, our freedom is most obvious to us when we confront a temptation to do what we know is wrong and are aware that we can choose to do the right thing; we are not slaves to our feelings. But we also seem to feel the effectiveness of our will when we simply decide to do something about which there is no obvious conflict. (Allison, 1990).
Do managers of public organizations have to be ethical in order to have good government? Perhaps, although it might be argued that if good government can be achieved with morally mute managers, i.e., managers who do not feel it is their responsibility to promote ethics or morality in government, then it may still be possible to have government that gets the job done efficiently, effectively, and economically.