Ethical Leadership: Building Integrity, Trust, and Connection

Rare is a leader who has not had to make an ethical decision. Yet, what do we know about how best to equip leaders to be ethical?

In recent years, there has been a verifiable explosion of attention given to ethical leadership. Much has been discovered. 

For example, researchers have identified five core behaviors of the ethical leader:

• Integrity – the ethical leader is honest and trustworthy
• Fairness – the ethical leader is transparent and does not play favorites
• Communicates ethical standards – the ethical leader finds ways to explain and emphasize the ethical standards of the group as well as hold others in the group accountable for their ethical behavior
• Care and concern for others – the ethical leader treats everyone with respect and dignity
• Shares power – the ethical leader listens to everyone’s ideas and offers members a real voice

We also know from the research that the ethical leader is more effective. When leaders are honest, fair, principled, and trustworthy, there are real and tangible benefits for their group, team, or organization. Here are just some of the benefits of becoming an ethical leader. Your team members will:

• Trust more
• Be more committed and exert extra effort
• Be less cynical
• Exhibit less counterproductive behavior
• Be more willing to report problems

But the reality is that no one is an ethical saint. At one time or another, we all have fallen down the “ethical slippery slope.” We are all ethical mathematicians, adept at computing the magnitude or intensity of a moral issue (e.g., stealing one dollar is not the same as stealing one million). Sometimes, the leader falls into the “everyone is doing it” trap. Other times leaders will succumb to performance pressure (“I need to do this to get promoted”). Finally, a leader will do something unethical because he or she is confident that no one will find out. 

My research focuses on what motivates someone to become an ethical leader. The short answer is role models. Whether it is our mother or father, our favorite uncle or grandparent, an older sibling, or our favorite teacher or coach, our ethical behavior is linked to our cognitive and emotional need to be seen positively by those we look up to and admire. Yet, over time, the leader begins to form a stable, internalized ethical identity and the willpower to resist the temptation to act unethically. 

Highlighted below are four recommendations to encourage ethical behavior in the workplace and organizations:

1. Use “live your values” language: By adulthood, everyone has an internal ethical compass. But are we doing enough in the workplace to encourage our people to live their values? Are we intentionally integrating the language of beliefs and values into our leader development programs?
2. Do not underestimate the power of ethical priming. Ethical reminders work! Subtle signals and cues can make a difference, ranging from ethical symbols, posters and slogans to a variety of ethical rituals, stories, and ceremonies.
3. Talk to your leaders about the dark side. The temptations of power, privilege, deceit, and loyalty challenge every leader. The literature is replete with examples of leaders who abused their position because they could not recognize the shadow of power. Does your company or organization integrate the “shadow side” into its leader development programming?
4. Gently prod the “ethically silent leader” to be less silent. This is the most challenging recommendation and perhaps the most critical. The ethically silent leader is a highly ethical person who is unable (or unwilling) to influence others in his or her group to be moral. The reality is that an actual cost exists to those who take a principled stand against the status quo. It is often far easier to comply, stay silent, or simply go along. Simply put, it is not easy to take the ethical high ground when it means that you are more or less telling everyone else that they are on the low ground. What is your company doing to equip your emerging leaders with the skills and confidence to speak up and resist the pressure to be silent?

Ethical leadership is not just about personal integrity. The behaviors of ethical leaders fosters trust and improves team commitment and performance outcomes. While every leader faces ethical challenges, the road to ethical excellence has been built. By implementing strategies like ethical priming, addressing the temptations of power, and empowering emerging leaders to speak up, organizations can nurture ethical behavior that inspires and sustains long-term success for all stakeholders. 

I hope this article has fired up your neurons. In the spirit of humility, I would love to hear from you on what I might have left out or gotten wrong. Please contact me at arthur@character.org.