Abstract
<p class="MsoNormal" style="text-align: justify; line-height: normal; margin: 0in 27pt 0pt; mso-layout-grid-align: none;"><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; color: black; font-size: 10pt; mso-fareast-font-family: ArialUnicodeMS; mso-themecolor: text1;">Because this kind of study is filled with unique challenges from gaining direct access to an appropriate research sample to that of designing<span style="mso-spacerun: yes;">&nbsp; </span>an innovative survey that can be completed within strict time constraints, this research may be considered exploratory in nature.<span style="mso-spacerun: yes;">&nbsp; </span>Therefore, based on research findings derived from limited and constrained access to executive leadership in large publicly traded companies and their counterparts in the nonprofit sector, it was concluded that a very few organizations in either sector have a <span style="mso-bidi-font-style: italic;">proactive ethics strategy </span>or a <span style="mso-bidi-font-style: italic;">formal approach to the assessment of leader ethics.<span style="mso-spacerun: yes;">&nbsp; </span>C</span>orrespondingly, whatever assessment process followed, the ethical criteria for assessing top executives focuses more on their behavior as individuals rather than those aspects having a systematic organizational impact on other subordinates.</span></p>
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