On corporate jingoism and nationalism

The debate over work-life balance scaled up after L&T chairman SN Subrahmanyan, who proposed a 90-hour work week, including working on Sundays. This suggestion, came after another such call of a 70-hour work week proposed by Infosys co-founder Narayan Murthy, drew sharp criticism from several quarters. Critics called these suggestions an outcome of an exploitative and outdated mindset.

The backlash, however, highlights a broader tension in corporate environments between constructive corporate patriotism and blind corporate jingoism. While corporate patriots strive for organisational success by addressing flaws and fostering sustainable growth, corporate jingoists demand unwavering loyalty and relentless work, often disregarding employee well-being and work-life balance. Subrahmanyan’s remarks have ignited discussions about the fine line between dedication to professional excellence and the risk of promoting a culture of burnout and overwork.

Jingoism vs nationalism: Understanding the distinction

Jingoism and nationalism, though often conflated, reflect fundamentally different attitudes toward loyalty and identity. Nationalism is a sense of pride and devotion to one’s country, tempered by a broader understanding of its flaws and a desire to improve it. It is grounded in constructive commitment—a belief in the collective good and a willingness to contribute to its advancement. Jingoism, in contrast, is an extreme, often blind allegiance to one’s nation, marked by an unwavering belief in its superiority and infallibility. Jingoists view criticism as disloyalty and often adopt a combative stance toward dissent, fostering an environment of us-versus-them.

Role of corporate jingoists and patriots
In the corporate world, these paradigms manifest as corporate jingoists and corporate patriots. Corporate patriots (akin to nationalists) believe in their company’s mission and work to make it better, while acknowledging its flaws and striving for sustainable growth. They are loyal but critical thinkers, engaging with challenges to help the organization evolve. Corporate jingoists, however, see their company as a monolithic entity that can do no wrong. For them, the company is a near-sacred institution deserving of unquestioning allegiance, and their identity is inextricably tied to its success and dominance.

Value of jingoists and patriots in leadership
While most employees in a company will view their job as a transactional engagement, a minority of corporate jingoists and patriots at senior levels can serve as anchors for the organization’s culture and vision. Corporate jingoists are particularly well-suited to the role of CEO or other cult-like leadership positions. Their unshakable belief in the company’s greatness inspires loyalty, drives bold decision-making, and creates a unifying narrative that galvanizes teams. These leaders embody the company, living and breathing its values with a fervor that transforms them into symbolic figures. Corporate patriots, on the other hand, often populate other senior roles, ensuring that the vision of the jingoistic CEO is tempered by pragmatism and a drive for sustainable progress.

Empowering rank and file
For the broader employee base, this leadership dynamic provides a choice. As they traverse their career paths—often moving between companies every few years—they can decide how deeply they want to engage. They may choose to adopt the passion of a corporate nationalist, commit fully as a jingoist, or treat their role as a stepping stone, viewing the company as just another employer. Each choice is valid, but it is the visibility of jingoistic leadership that serves as a litmus test for potential allegiance. By showcasing such passionate devotion at the top, companies provide employees the opportunity to reflect on their own alignment with the organization’s culture and values.

Striking right balance
This balance between jingoists and patriots at senior levels, coupled with the freedom of the rank and file to decide their own level of engagement, creates a healthy organizational ecosystem. The jingoist CEO ensures the company’s identity remains strong and uncompromising, while corporate patriots and rank-and-file pragmatists provide the critical thinking and operational flexibility necessary for sustained success. Together, they form a dynamic system that allows companies to cultivate loyalty where it matters most, while leaving room for individual autonomy and career mobility.

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