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DESCRIPTION OF THE MORALITY OF THE INDIVIDUAL
SUBORDINATE
Turumbetovа Zаmirа Yusupbаevnа
PhD, аssociаte professor
Depаrtment of Generаl Pedаgogy аnd psychology
Kаrаkаlpаk stаte university, Nukus, Uzbekistаn, Kаrаkаlpаkstаn
https://doi.org/10.5281/zenodo.15304987
Аnnotаtion
: This аrticle describes the concept of individual morality in the
context of subordination, focusing on how personal ethical standards interact
with organizational structures, authority, and social expectations. It examines
the formation of moral values in subordinates, their influence on behavior and
decision-making, and the psychological mechanisms behind moral conformity or
resistance. By analyzing theoretical frameworks and real-world examples, the
article highlights the importance of personal responsibility, integrity, and ethical
awareness in subordinate roles across various social and professional settings.
Key words
: individual, morality, subordination, personal, ethical,
standards.
Introduction
. Understanding the morality of the individual subordinate is
crucial for fostering ethical work environments, maintaining trust in institutions,
and promoting responsible citizenship. In organizational and social hierarchies,
subordinates often face moral dilemmas, especially when authority pressures
conflict with personal values. Insight into the moral development and behavior
of subordinates helps in designing better leadership strategies, training
programs, and support systems that encourage ethical decision-making,
enhance personal agency, and ultimately contribute to a healthier, more just
society.
Moral subordination refers to the distortion of fundamental relationships
and is a common feature of systemic oppression within civilized societies.
Differences in social status and privilege play a significant role in creating and
maintaining subordination. Oppression, in this context, is characterized by the
systematic and unjust exercise of control by those in positions of greater power.
Those who are oppressed are subjected to disrespect, denial or obstruction of
their moral rights, a lack of meaningful life opportunities, and repeated
experiences of frustration and humiliation beyond what is considered normal.
The recognition of basic rights and responsibilities is crucial to the moral
standing of individuals within a moral community. Moral subordination occurs
when a person’s actual moral standing falls short of what it should be,
particularly concerning fundamental rights and obligations tied to membership
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in that community. Society itself is a complex web of relationships, and those
with social privilege often possess power over others in various relational
contexts [1]. However, social privilege is not just about having power; it refers to
a type of power that is widely accepted and legitimized within society rather
than being openly criticized.
LITERАTURE REVIEW
. Moral identity - the way individuals perceive
themselves in relation to various moral traits - plays a significant role in guiding
moral thinking and behavior within organizations. Drawing on self-complexity
theory, it explores how people construct their moral self-concepts across
different life roles (such as being a colleague, a child, etc.). Traditionally, moral
identity has been seen as a single, unified concept. However, across five studies,
the research shows that moral identity is actually multi-dimensional, comprising
aspects such as Benevolence, Justice, Obligation, and Integrity [2]. Moreover,
individuals relate to these dimensions differently depending on the specific role
they occupy.
Considering human society as a constant struggle of interests, Ivan Ilyin
concludes that social life is impossible without order, which arises from the
instinct for self-preservation [7, pp. 6–7]. This order is established and
maintained through social norms. By social norms, Ilyin meant the rules that
regulate relationships between people. Such norms are essential for ensuring
“
peaceful coexistence and cooperation among individuals
” [5, p. 65].
When it comes to types of social norms, Ilyin proposed criteria to
distinguish them from one another. First, norms differ by the subjects who
create them. Believing it absurd to speak of norms that have no author, Ilyin
insisted that every norm must be seen as a behavioral rule created by a rational
being, formulated as a logical judgment and expressed through language [5, p.
66]. In this context, he attributed religious and moral norms to divine origin,
whereas legal norms, he argued, stem from the activity of an authority common
to all people—those empowered to create, express, and enforce rules [5, p. 66].
Thus, religious and moral norms lack an official author, while law is created only
by specially authorized agents.
Second, Ilyin emphasized that every social norm goes through a specific
process of establishment. A norm might be created by one person, formalized by
another, and given binding force by yet another [5, p. 66]. This highlights the
importance of authority in establishing legal norms.
Third, every social norm addresses a specific subject. According to Ilyin, a
norm is always directed toward certain people: all members of society; people
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with specific traits (like adults); people with a particular status (such as
landowners); individuals holding special authority (like judges); or even a single
person with exceptional standing (
such as a head of state
) [5, p. 67]. Thus, norms
always have a defined scope of application.
Fourth, each social norm prescribes a particular order of social
relationships as “
right and necessary
.” Ilyin notes that “
relationship
” can refer to
both inner emotional attitudes and outward behavior-or both at once [5, p. 67].
Religious and moral norms typically govern thoughts, feelings, and desires,
while legal norms regulate external behavior.
Fifth, each social norm involves the concept of sanction-that is, a
consequence for noncompliance. Ilyin defined a sanction as the outcome that
follows a violation of a norm, a “threatening finger” that enforces the obligation
and signals an unpleasant future for the disobedient [5, p. 67].
Therefore, Ilyin suggested that to differentiate between types of social
norms, all five criteria must be used together. Social norms, in his view, are rules
of behavior established by specific subjects in a particular order, directed
toward defined individuals, prescribing
correct
and
necessary
conduct, and
backed by sanctions.
However, when analyzing these criteria, N.A.Tkacheva reaches quite
different conclusions [4]. Firstly, she points out that Ilyin’s criteria operate at
different levels: some concern the procedural aspect (who creates the norm and
how), while others pertain to the substantive aspect (what relationships are
regulated and who is subject to them). Secondly, she argues that neither the
presence of a sanction nor its nature can serve as a standalone basis for
distinguishing types of social norms [6, p. 122]. From the standpoint of modern
legal science, these critiques appear justified. It is also important to take into
account the social and political context in which Ilyin wrote, as well as the level
of legal thought at that time.
DISCUSSION
. The formation of moral values in subordinates is a complex
process influenced by both individual and organizational factors. It often begins
with early socialization-family upbringing, education, and cultural background
lay the foundation for an individual's moral compass. Once individuals enter a
workplace or hierarchical structure, organizational culture, leadership style,
peer influence, and formal codes of conduct further shape and reinforce their
moral values.
Leadership plays a crucial role in the moral development of subordinates.
Leaders who demonstrate ethical behavior, emphasize integrity, and
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consistently model principled decision-making tend to cultivate similar values in
their teams. Conversely, environments that reward results without regard to
methods may encourage the erosion of personal morals in favor of expediency.
Repeated exposure to either ethical or unethical practices can either solidify or
gradually reshape an individual's moral standards to align with the dominant
culture.
The moral values of subordinates significantly influence their behavior and
decision-making processes. Employees with strong internalized moral values
are more likely to act in ways consistent with ethical standards, even when
under pressure. They tend to prioritize fairness, honesty, and responsibility in
their decisions, resisting temptations or directives that would compromise their
principles. In contrast, if moral values are weak or poorly integrated, individuals
may be more susceptible to making unethical choices, particularly when such
actions are rewarded or left unpunished.
Psychologically, several mechanisms explain why individuals conform to or
resist the prevailing moral norms:
Social Learning: People often model their behavior on those they perceive
as authority figures or peers, adopting observed ethical or unethical behaviors.
Cognitive Dissonance: When actions conflict with internal moral values,
individuals experience psychological discomfort. To resolve this tension, they
either adjust their behavior to align with their values or rationalize unethical
behavior to preserve self-image.
Obedience to Authority: Studies like Milgram’s experiments demonstrate
that individuals often comply with authority figures even when it conflicts with
personal morals, especially in highly hierarchical environments.
Groupthink: In group settings, the desire for harmony and cohesion can
pressure individuals to conform to group norms, even when they conflict with
personal ethical standards.
Moral Disengagement: This occurs when individuals convince themselves
that ethical standards do not apply in a particular context, allowing them to act
immorally without feeling personal guilt.
Resistance to immoral norms is often bolstered by strong self-concept,
moral courage, and the presence of organizational support for ethical dissent.
Individuals are more likely to resist unethical pressures when they believe their
organization values integrity, when they have peer support, or when formal
protections for whistleblowers are in place.
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Conclusion
. Thus, the development of moral values in subordinates is a
dynamic process shaped by personal history and organizational culture. These
values critically influence behavior and decision-making, while psychological
mechanisms explain patterns of moral conformity and resistance. Ethical
leadership and supportive environments are essential to fostering a culture
where moral integrity is not only valued but actively protected. The formation of
moral values in subordinates is shaped by early socialization and later
influenced by organizational culture, leadership, and peer behavior. Ethical
leaders who model integrity help reinforce strong moral values, while
environments that reward outcomes at any cost can weaken them.
Moral values significantly impact behavior and decision-making.
Subordinates with well-developed ethics prioritize fairness and honesty, even
under pressure, while those with weaker values may conform to unethical
practices if they see them normalized or rewarded. Psychologically, several
mechanisms explain conformity or resistance: social learning (imitating leaders
and peers), cognitive dissonance (adjusting behavior or beliefs to resolve
internal conflict), obedience to authority, groupthink, and moral disengagement
(rationalizing unethical actions). Resistance to immoral norms is strengthened
by strong personal ethics, moral courage, and supportive organizational policies,
such as whistleblower protections. Ultimately, fostering an ethical culture
requires deliberate leadership and an environment where integrity is visibly
valued and defended.
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Денисенко С. В. Моральные смыслы проектности //Общество:
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