Top Shot

• This revelation was the outcome of investigations into complaints of bad behaviour in this elite organisation.
• Air Chief Marshal Sir Rich Knighton said that “behaviour that would be classed as unacceptable was widespread and normalised on the squadron”.
• But just because the Red Arrows display discipline and professionalism doesn’t mean all individual members of the team will have those same characteristics.

Lack of self-doubt

• In their entrenched macho culture, women in the Red Arrows squadron were viewed as “property”.
• Elites are, by definition, highly selected both in terms of skills and psychological characteristics.
• In a military setting, such traits include mental toughness, which can also come with a certain emotional coldness.
• As I’ve shown in a recent book, emotional displays and expressions of self-doubt are likely to be highly discouraged among elites.

Narcissism

• There may be a genetic component to narcissism, but narcissism can develop within an individual over time – and within a culture.
• Narcissists are more likely to switch partners because new partners are always better at giving attention and complimenting them than existing partners.
• This was no doubt partly down to opportunity and the undoubted glamour of the role, but perhaps also attributable to this narcissistic need.

• Elites trust only those who know the score and who have passed the same rigorous selection tests that they have.
• They therefore become harder to influence from the outside, where behaviour may be perceived more objectively.

Moral confusion

• This, of course, creates a sense of entitlement and privilege, which can further stoke egos of narcissistic people and affect moral decisions.
• The belief that you deserve special treatment and are exempted from certain moral obligations can lead to a skewed perspective on right and wrong.
• Their insularity means that they are often surrounded by like-minded people who share similar values and perspectives and encourage this.
• These social circles can influence their moral compass by reinforcing certain beliefs and behaviour, without the necessary critique.

Geoff Beattie does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

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