Integrity

 


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Top to Bottom Integrity

Imagine you are a new employee at a company. On your first day, your boss delivers a speech about honesty and integrity, emphasizing the importance of everyone playing by the rules. Nevertheless, later, in a meeting, you see them take credit for a coworker’s idea without blinking. What do you think? Is it perhaps acceptable to bend the rules if it gets you ahead, or is it not? This is the old saying, “Do as I say, not as I do,” in action. When leaders preach one thing but do another, they accidentally encourage the very behaviors they want to stop. People watch what their bosses do, not just what they say. It is like a parent telling their kid not to smoke while puffing on a cigarette; the kid copies the smoking, not the lecture. At work, if a leader cuts corners, employees might think that is normal, even if the company handbook says otherwise. You cannot be a good leader if your hand is in the cookie jar. In this discussion, I draw insights from a peer-reviewed article by Decrinis (2025).

Many companies attempt to maintain ethical standards with strict rules and punishments—what some might call a “do not do this or else” approach. This can prevent big scandals, but it does not always catch the minor, everyday slip-ups that accumulate over time. Consider taking an extra-long break or fine-tuning a report slightly. This situation often causes employees to focus on avoiding trouble instead of doing what is right. It is like cramming for a test to avoid failing, rather than learning anything useful. The problem is that there are hidden traps, things leaders do not always see,  that make unethical choices more likely (Decrinis, 2025), as reported in the Academy of Management Perspectives, 39(2), 312–329. Here are three big reasons why people might act unethically, even when they do not mean to:

  1. Uncertainty: When the rules are unclear or confusing, it is difficult to determine what is acceptable. Imagine two company policies that do not agree—one says “share everything,” the other says “keep it confidential.” Which do you follow? You might choose whatever is easiest or most beneficial to you, even if it is shady.
  2. Anonymity: If no one is watching, it is tempting to slack off or sneak something small, like a pen, from the supply closet. It's the difference between acting up in a busy store where you blend in, versus a small shop where the owner is staring right at you.
  3. Injustice: When things feel unfair, like you are paid less than someone else for the same job, it is easy to think, “Why should I play fair if they do not?” Perhaps you take more extended lunches or use the company printer for personal tasks to “even things out.”

Leaders who fail to recognize these biases and consider why people make poor choices every day may be overlooking an essential truth. Sometimes, all it takes is for them to look into a mirror. To truly instill ethics, leaders cannot rely solely on rulebooks and threats; instead, they must foster a culture of ethics. They need to tackle those hidden traps with practical, human ideas:

  • Clear Up Confusion: Show what “right” looks like with examples—maybe posters about honesty in the break room or quick reminders before big decisions. Make it easy to see what the company stands for.
  • Make People Feel Seen: Set up workspaces where individuals can see each other, such as open offices, or hold team check-ins where everyone shares what they are working on. It is harder to slack off when you know your teammates are counting on you.
  • Keep It Fair: Check in with people to make sure they feel valued. Give shoutouts for good work, listen to their ideas, and fix problems fast. When people feel respected, they are less likely to retaliate against the system.

Leaders who only focus on catching rule-breakers miss the real story, as they quietly encourage people to act unethically. By understanding these traps—uncertainty, anonymity, and injustice—and taking action to address them, organizations can create a workplace where doing the right thing feels natural, not forced. It is not just about avoiding trouble; it is about building a team that genuinely cares about being ethical, day in and day out (Bandura, 1977). Final answer: Always do what is ethically and morally right. You will sleep better at night.


Bandura, A. (1977). Social learning theory. Prentice-Hall.
Brown, M. E., & TreviƱo, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004

Decrinis, L. (2025). Curbing unethical behavior at work: What role for nudging? Academy of Management Perspectives, 39(2), 312–329. https://doi.org/10.5465/amp.2024.0013

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