Abstract
When it comes to the establishment of an ethical corporate culture, there appears to be at least two inter-related foundational requirements: (1) the existence of an explicit set of core ethical values; and (2) the presence of ethical leadership, that is, an ethical “tone at the top.” Some companies appear however to have been more successful than others when it comes to establishing an appropriate “tone at the top,” that is, leaders that behave according to an explicit set of core ethical values. Building on previous values-based leadership research, this study examines the process of one Canadian-based firm’s initial efforts, following a series of embarrassing scandals and negative publicity, to inculcate values-based leadership via a set of core ethical values.
Published Version
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