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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:
- 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.
- 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.
- 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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