Ethical leadership has long been a topic of interest in the ethics and compliance community and a pointed research focus at the Ethics & Compliance Initiative. Past research conducted in the United States and at multinational organizations has consistently shown that: 1) Ethical leadership is a critical factor in driving down ethics and compliance risk; 2) Leaders have a rosier view of the state of workplace integrity, and often have more positive beliefs than employees further down the chain of command; and 3) The quality of the relationship between supervisors and reports goes a long way in determining whether employees report workplace integrity issues to management. The Global Business Ethics Survey allowed us to test these ideas in a more global sphere, to see if these trends held on different continents and in vastly different cultures. We learned that when it comes to ethical leadership and its impact on workplace integrity, our 13 GBES countries were far more similar than different. Key trends were (nearly) universal, which gives us renewed confidence about their applicability in numerous regions and cultures.
Ethical leadership has long been a topic of interest in the ethics and compliance community and a pointed research focus at the Ethics & Compliance Initiative. Past research conducted in the United States and at multinational organizations has consistently shown that:
–Ethical leadership is a critical factor in driving down ethics and compliance risk;
–Leaders have a ?rosier? view of the state of workplace integrity, and often have more positive beliefs than employees further down the chain of command; and
–The quality of the relationship between supervisors and reports goes a long way in determining whether employees report workplace integrity issues to management.
The Global Business Ethics Survey allowed us to test these ideas in a more global sphere, to see if these trends held on different continents and in vastly different cultures. We learned that when it comes to ethical leadership and its impact on workplace integrity, our 13 GBES countries were far more similar than different. Key trends were (nearly) universal, which gives us renewed confidence about their applicability in numerous regions and cultures.
