> Fear is induced by coercion, the threat of negative consequences such as ostracism and demotion. To be sure, blatant coercion facilitates the denial of responsibility and thereby compliance with corrupt directives. Such coercion, however, leaves less room for (perceived) volition, a key precondition for the dissonance reduction process discussed earlier. Newcomers subject to blatant coercion have a sufficient justification for their obedience – to avoid the threat – and thus do not need to realign their attitudes to accommodate the otherwise dissonant behavior. Indeed, blatant coercion may provoke resentment and reactance against the source of coercion and the targeted behavior (e.g. Nail, Van Leeuwen & Powell, 1996). The upshot is a greater likelihood of grudging compliance, whistle-blowing and voluntary turnover (and thus, risk of exposure). Further, coercion may affect behavior only as long as the pressure is applied. For these reasons, blatant coercion tends to be an ineffective means of sustaining corruption.

Astute. When the average person is asked to imagine how corrupt leaders operate, I think they tend to overemphasize the effectiveness of simple violence. To foster a corruption that will last, you have to mold the circumstances so that corruption is the only option that makes sense.