Abstract
This paper critically examines integrity as a foundational element of leadership and its impact on moral decision-making, organizational trust, and sustained success. A thorough analysis of interdisciplinary literature highlights the need to develop integrity-driven leadership cultures and stresses the incorporation of ethical frameworks into healthcare leadership education. The results offer doable tactics for promoting accountability, openness, and moral coherence in a variety of organizational settings. Effective and long-lasting leadership is built on integrity. Between leaders and their staff, it creates an unbreakable bond of trust that promotes credibility, inspiration, moral decision-making, and a robust corporate culture. Integrity in leadership has the power to leave a lasting impression on a company's clients, staff members, and prospective customers. They contribute to a happy workplace by keeping the company's values. It is the pillar of leadership, serving as a beacon of trust and credibility for followers. Leaders who maintain high decent standards and demonstrate consistency between their words and actions inspire confidence and loyalty among their teams. When leaders act with integrity, they create clear evidence for others to follow, fostering a culture of honesty, transparency, and accountability within the organization. It is on the basis above that this article reviewed literature bringing to light the role of integrity in leadership. The article presents that integrity impacts an organization’s success and that leaders who embody integrity are better equipped to navigate challenges and crises effectively. It also presents creating an organizational culture to nurture Integrity Leadership. Finally, it touches on the integrity in the training of healthcare professionals. The article concludes that as a pillar of leadership, integrity is not just a nice to have; it is essential for long-term success. By embodying integrity in all that they do, leaders can inspire greatness in themselves and in those they lead.
Published Version
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