The things leaders do, unwittingly and otherwise, that harm ethical culture, Part 2

Marianne M. Jennings ( is Emeritus Professor of Legal and Ethical Studies in Business at W.P. Carey School of Business, Arizona State University in Tempe, Arizona, USA.

Part 1 of this two-part series was published in the August issue of ethikos.

As discussed in Part 1, organizations spend money, time, and effort on ethics messaging with the goal to get out the message, “Be ethical.” Too often that message is countermanded by leaders’ behaviors. Even the savviest of managers do things, however unwittingly, that harm their ethical cultures. Here is a further look at some of the leader behaviors that affect their organizations’ ethical cultures.

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