The Hippocratic Oath Of The Manager: Good Or Bad Idea?

The Hippocratic Oath of the Manager: Good or Bad Idea? In a 2009 Financial Times commentary, Michael Skapinker addresses a growing movement of business school students taking formal oaths promising to pay equal attention to “shareholders, coâ€workers, customers and the society in which we operate i .†In essence, new MBAs affirm to adhere to a stakeholder approach to management as opposed to the ageâ€old “shareholder first philosophy.†The oath is intended to mirror the Hippocratic Oath taken by the newly graduated medical doctor, the attorney’s oath taken by the newly appointed lawyer to the bar, or the oath taken by the new CPA ii . The ‘MBA Oath’ received momentum recently at Harvard Business School through the scholarship and inspiration of professors Rakesh Khurana and Nitin Nohria in which the two argue that “the answer to business’s crisis is to turn management into a profession like medicine or law iii .†Khurana and Nohria’s vision is noble indeed, but nobility and practicality are not always aligned nor may they always be prudent.

SeandjassophdthehippocraticoathofthemanagergoodorbadSeandjassophdthehippocraticoathofthemanagergoodorbadSean D. Jasso, Ph.D. The Hippocratic Oath of the Manager: Good or Bad Idea? 1 THE HIPPOCRATIC OATH OF THE MANAGER: GOOD OR BAD IDEA? By Sean D. Jasso, Ph.D. © Philosophy for Business, January 2010, Issue 56 In a 2009 Financial Times commentary, Michael Skapinker addresses a growing movement of business school students taking formal oaths promising to pay equal attention to “shareholders, coâ€workers, customers and the society in which we operate i .†In essence, new MBAs affirm to adhere to a stakeholder approach to management as opposed to the ageâ€old “shareholder first philosophy.†The oath is intended to mirror the Hippocratic Oath taken by the newly graduated medical doctor, the attorney’s oath taken by the newly appointed lawyer to the bar, or the oath taken by the new CPA ii . The ‘MBA Oath’ received momentum recently at Harvard Business School through the scholarship and inspiration of professors Rakesh Khurana and Nitin Nohria in which the two argue that “the answer to business’s crisis is to turn management into a profession like medicine or law iii .†Khurana and Nohria’s vision is noble indeed, but nobility and practicality are not always aligned nor may they always be prudent.

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The question of whether the Hippocratic Oath of the Manager is a good or bad idea has garnered substantial debate within the realm of management ethics and professionalization. On one hand, proposing that managers take an oath similar to physicians or lawyers underscores the importance of ethical responsibility and fiduciary duties to all stakeholders involved. It emphasizes moral accountability and the potential for management to be viewed as a noble, profession rooted in integrity and societal service. This approach seeks to instill a moral compass in managers, aligning their practices with fundamental ethical principles such as "primum non nocere"—first, do no harm—an idea borrowed from medicine but applicable to business leadership as well.

However, critics argue that institutionalizing such an oath faces practical challenges. Unlike medicine or law, management lacks a centralized regulatory body that can enforce ethical standards or discipline misconduct. The market itself often acts as the ultimate judge, rewarding effective and ethical management through continued consumer trust and profitability, or punishing unethical practices with consumer boycotts, legal penalties, or reputational damage. Moreover, managers operate within complex, dynamic environments where decisions—such as layoffs or resource allocations—might conflict with ethical ideals but remain necessary for organizational sustainability.

The core issue revolves around whether an oath can genuinely influence managerial behavior or whether it serves more as a symbolic gesture. Proponents believe that if management professionals publicly commit to ethical principles, it could elevate the standards of practice and create a cultural shift toward responsible leadership. Conversely, skeptics contend that unless accompanied by enforceable regulations, accountability mechanisms, and a clearly defined professional code with consequences, an oath remains an empty gesture that cannot prevent misconduct or ensure ethical decision-making.

Empirical evidence from various professional fields suggests that formal codes and oaths alone do not guarantee ethical behavior. Instead, ethical culture, leadership modeling, and systemic accountability are critical factors. In the corporate world, the absence of a formal licensure process for managers contrasts with the medical exemplars, yet the success of markets in fostering ethical behaviors indicates that market mechanisms often suffice to promote responsible conduct. Nevertheless, high-profile scandals and corporate failures highlight the need for ongoing ethical reinforcement within management.

Ultimately, the decision to endorse a Hippocratic Oath for managers hinges on broader philosophical and practical considerations. While it can serve as a moral reminder and a symbol of commitment, it is insufficient on its own to cultivate ethical behavior without the scaffolding of professional regulation, continuous ethical training, and a corporate culture that values integrity over short-term gains. As management continues to evolve into a recognized profession, integrating ethical standards through voluntary oaths, professional associations, and legal frameworks may bolster the ethical foundation of managerial practice. Nonetheless, the most effective safeguard remains the internal moral conviction of individual managers acting in the best interest of society and their organizations, guided not solely by oath but by a deeply ingrained sense of moral responsibility.

References

• Skapinker, M. (2009). The moral manager? Financial Times. https://www.ft.com/content
• Khurana, R., & Nohria, N. (2008). What makes management a profession? Harvard Business Review, 86(10), 70-77.
• Hamel, G. (2007). The Future of Management. Harvard Business School Press.
• Porter, M. (2008). On Competition: Updated and Expanded Edition. Harvard Business School Press.
• Carroll, A. B., & Buchhotz, A. K. (2008). Business and Society: Ethics and Stakeholder Management (7th ed.). South-Western Cengage.
• Drucker, P. F. (2008). Management: Revised Edition. Harper Collins.
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• Zak, P. J. (2008). Moral Markets: The Critical Role of Values in the Economy. Princeton University Press.
• Khurana, R., & Nohria, N. (2008). Harvard Business Review, October, pp. 70-77.
• Skapinker, M. (2009). The moral manager? Financial Times.