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Taxonomy of Ethical Leadership Attributes to Role Model

Brown and Trevino (2006) define ethical leadership as, the demonstration of
normatively appropriate conduct through personal actions and interpersonal relationships, and
the promotion of such conduct to followers through two-way communication, reinforcement, and
decision-making (p. 395). Their definition suggests that ethical leadership involves personal
characteristics of the leader, which in turn influence the decisions and actions they take, as well
as how they influence their followers. Through a brief qualitative and quantitative analysis of the
readings required for LDRS 818: Ethical Leadership course at Fort Hays State University, the
author of this research identified five necessary attributes for ethical leaders to role model, which
include honesty, trustworthiness, integrity, selflessness, and humility. While these attributes are
largely personal characteristics displayed by the leader, they are also aspects that may describe a
leaders conduct with his/her followers.
Honesty
Identified as the most admired leader quality, honesty is one of the necessary attributes of
any leader, let alone an ethical leader (Kouzes & Posner, 2006). Honesty and morality seem to go
hand in hand. While one who deceives, hides things, and lies is most often considered an
unethical leader, one who is straightforward, upfront, and honest is more likely to be considered
ethical in their behavior and conduct. Trevino, Hartman, and Brown (2000) described an ethical
leader as someone who tends to be rather candid, certain, [and is] very careful to be factual and
accurateAn ethical leader does not sugarcoat thingshe tells it like it is (p. 131).
Because honesty is one of the most important aspects in leadership, it is often at least
partially to blame in instances of unethical leadership. Such as in the story of David and
Bathsheba, the lack of honesty often results in other unethical actions that can and many times do

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lead to a leaders demise. When King David wanted something he knew he should not have in
Bathsheba, he lied, deceived, and ultimately murdered to cover his unethical downward spiral.
The Bathsheba Syndrome plagues many leaders who seemingly have it all, but throw it away
when they find themselves tempted into actions they know are wrong (Ciulla, 2003). The Toxic
Triangle describes that dangerous combination of destructive leadership, susceptible followers,
and a conducive environment that is often prone to unethical activity (Padilla, Hogan, & Kaiser,
2007). When leaders prey on susceptible followers, they use their power dishonestly for further
personal gain. While honestys place in ethical leadership was likely never in question, the
examples of the Bathsheba Syndrome and the Toxic Triangle prove just how disastrous the
consequences of dishonesty in leadership can be.
Trustworthiness
According to the research of Brown and Trevino (2006), interviews with senior
executives and ethics/compliance officers in various industries found that ethical leaders are
thought to be two things: honest and trustworthy. While trustworthiness is often considered a
personal trait, it can also be defined by consistency, credibility, and predictability within the
relationships a leader has with followers (Trevino et al., 2000, Trevino, Brown, & Hartman,
2003). In leadership, there are two components of trust, being a leader who is worthy of trust, but
also being a leader that gives trust to ones followers.
To be worthy of trust as a leader, one needs to be honest with themselves and with their
followers. Kouzes and Posner (2006) suggest, Trust means not making commitments you cant
keep; it requires not overpromising no matter how much you wish you could do something (p.
75). To give trust as a leader, one needs to step outside of his/her comfort zone, which can lead to
a certain level of vulnerability. Trust means letting go of always doing it your way, or even the

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way that its always been done before (Kouzes & Posner, 2006, p. 74). However, in being
worthy of trust and giving trust, a leader has the opportunity to enable their followers to feel
confident in their leader and in their own abilities.
Integrity
Integrity is often considered one of the foundations of ethics and morality. In laymans
terms, integrity is often defined as doing the right thing, even when no one is watching.
However, in leadership, it seems as though someone is always watching and followers are
looking for someone who behaves ethically in both their professional and personal lives (Brown
& Trevino, 2006). An ethical leader knows their key convictions, lets them be known, and uses
them to make decisions at work and at home (Kouzes & Posner, 2006). Really understanding
ones own personal values allows a person to be more transparent with their ethics and morality
in all areas of life. Trevino et al. (2003) describe integrity in leadership as consistency, Its
doing what you say, its following up and following through, and a patter than when you say
something, people believe it because historically when youve said that, youve followed
through (p. 18).
While integrity is often easy to maintain in personal situations, it can become more
difficult at the leader level. Pressure to perform at the highest level, dire need for company
success, and a more diverse global market can put leaders in situations of conflicting ethics.
However, in compromising integrity, leaders set themselves up to move down a slippery slope.
Morrison (2001) says, Without integrity, managers will never engender the goodwill and trust of
the organization, both essential for effective leadership (p.65).
Selflessness

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Being a leader takes a certain degree of selflessness, being an ethical leader involves a
similar degree of selflessness. Ethical leaders rely on their own personality traits and conduct
with others to show care and concern for their people and the greater society (Brown & Trevino,
2006). Trevino et al. (2000) said, A leader is selfless, a leader shares credit, a leader sees that
contributors are rewarded (p. 132). An ethical leader makes sacrifices in everything they do.
They place ethics at the forefront of everything they do, they give up their own time, energy, and
effort to ensure ethical standards are being met at all levels. Often times, these sacrifices do not
go unnoticed. Kouzes and Posner (2006) said, If you want to be the leader, you must be willing
to pay a price. By sacrificing, you demonstrate that youre not in it for yourself. This sends the
message, loud and clear, that you have the best interests of others at heart (p. 18).
Humility
Leaders make mistakes. Good, ethical leaders recognize this and are not afraid to admit
it. Kouzes and Posner (2006) said, It takes a lot of courage to admit that you arent always right,
that you cant always anticipate every possibility, that you cant envision every future, that you
cant solve every problem, that you cant control every variable, the you arent always congenial,
that you make mistakes, and that you are, well, human (p. 156). While it is extremely difficult
for most to admit these things to others, it is equally as difficult to admit these things to oneself.
Leaders who practice humility practice self-awareness, in that they recognize their own strengths
and weaknesses, openness, in that they are open to new ideas and are willing to learn from
others, and transcendence, in that accept the idea of something greater than themselves (Morris,
Brotheridge, Urbanski, 2005). Kouzes and Posner (2006) echo these principles when they said,
When you let down your guard and open yourself up to others, you invite them to join you in

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the creation of something that you alone could not create. When you become more modest and
unpretentious, others have the chance themselves to become visible and noticed (p. 157).
Conclusion
According to Trevino et al. (2000), Being viewed as an ethical person means that people
think of you as having certain traits, engaging in certain kinds of behaviors, and making
decisions based upon ethical principles (p. 130). Based on a brief qualitative and quantitative
analysis of the required readings for LDRS 818: Ethical Leadership course at Fort Hays State
University, the author of this research identified five of the most necessary attributes for ethical
leaders to role model, which include honesty, trustworthiness, integrity, selflessness, and
humility. Honesty helps the leader to be viewed as transparent, with nothing to hide.
Trustworthiness affords the leader consistency, credibility, and predictability amongst followers.
Integrity provides value in that by knowing ones key convictions, the leaders course of actions
will appear consist and transparent. Selflessness allows the leader to put others and the greater
good before his/herself. Humility helps the leader to know his/her own strengths and limitations
and to rely on others when they are better suited. When role modeled to an organization and its
constituents, these attributes of honesty, trustworthiness, integrity, selflessness, and humility will
set the leader up for portraying the utmost ethical characteristics, behavior, and decision-making.

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6
References

Brown, M.E., & Trevino, L.K. (2006). Ethical leadership: A review and future
directions, Leadership Quarterly, 17, 595-616. doi: 10.1016/j.leaqua.2006.10.004
Kouzes, J., & Posner, B. (2006). A leaders legacy. San Francisco: Jossey-Bass.
Morris, J.A., Brotheridge, C.M., & Urbanksi, J.C. (2005). Bringing humility to leadership:
Antecedents and consequences of leader humility. Human Relations, 58(10), 1323-1350.
Morrison, A. (2001). Integrity and global leadership. Journal of Business Ethics, 31, 65-76.
Padilla, A., Hogan, R., & Kaiser, R.B. (2007). The toxic triangle: Destructive leaders, susceptible
followers, and conducive environments. The Leadership Quarterly, 18, 176-194.
Trevino, L.K., Brown, M.E., & Hartman, L.P. (2003). A qualitative investigation of perceived
ethical leadership: Perceptions from inside and outside the executive suite. Human
Relations, 56(1), 5-37.
Trevino, L.K., Hartman, L.P., & Brown, M. (2000). Moral person and moral manager: How
executives develop a reputation for ethical leadership. California Management Review,
42(4), 128-142.