Mains Practice Questions

Introduction

Moral courage is the ability to stand firm in the face of adversity while upholding ethical principles. However, true moral courage is not just about unyielding resistance; it also demands the humility to accept mistakes, learn from new evidence, and adapt accordingly.

Body

Willingness to Standing Alone:

Public administrators often face situations where they must resist corruption, political pressure, or institutional inertia to uphold integrity. This requires the courage to stand alone, even at personal or professional risk.

For example:

• Ashok Khemka (IAS Officer): He exposed illegal land deals involving a powerful political figure, despite facing over 50 transfers in his career. His persistence highlights moral courage in governance.
• E. Sreedharan (“Metro Man of India”): He resisted bureaucratic delays and political interference in the Delhi Metro project, ensuring efficiency and quality standards were maintained.
• Sanjeev Chaturvedi (Whistleblower IFoS Officer): As Chief Vigilance Officer of AIIMS, he uncovered corruption in procurement and recruitment despite immense pressure and retaliation.

These examples illustrate that ethical leadership often requires defying vested interests, even when standing alone brings challenges.

Humility to Change:

While standing firm is important, public servants must also be open to revising their stance when circumstances change or new information emerges. Humility allows leaders to correct mistakes, embrace new perspectives, and refine policies for the greater good.

For example:

• Mahatma Gandhi (Non-Cooperation Movement, 1922): After the Chauri Chaura incident, where violence erupted, Gandhi called off the movement, realizing that uncontrolled agitation could lead to greater harm.
  • His decision reflected responsible leadership by prioritizing non-violence over rigid adherence to initial strategies.
• T. N. Seshan (Election Reforms, 1990s): Initially took an aggressive, confrontational approach to curb electoral malpractices but later modified his strategy to work collaboratively with institutions, ensuring lasting reforms.
• Dr. Verghese Kurien (Operation Flood): Initially opposed private sector involvement in dairy, but later adapted cooperative models, leading to the success of India’s dairy revolution.

Need for Balance in Public Administration:

• A successful public servant must balance ethical conviction with flexibility to ensure:
  • Integrity in decision-making (resisting unethical influences).
  • Responsiveness to new information (adapting policies for better outcomes).
  • Sustainable governance (ensuring reforms are accepted and implemented effectively).
• For instance, a rigid stance on digital privacy laws may protect individual freedoms but could hinder law enforcement efforts against cybercrimes. A balance is required to protect privacy while ensuring security.

Conclusion

Moral courage in public administration is about both standing alone when necessary and adapting when required. The ideal public servants resist corruption, uphold integrity, and yet remain open to change, ensuring governance that is both principled and progressive.