ETHICS & COMPLIANCE TRAINING. Leading with Integrity. 

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What Makes an Ethical Organization?. Values must flow through every level of organizational life.. 

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Values must flow through every level of organizational life.

OUR CORE VALUES
 • Integrity • Fairness • Transparency • Responsibility • Respect • Accountability

An ethical organization is not simply one with a code of conduct. It is one in which values are consistently reflected in decisions, behaviors, systems, and accountability.

Ethics must be built into how the organization operates — not just written into a policy.

What Is an Ethical Leader?. Two interconnected dimensions of ethical leadership. 

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Two interconnected dimensions of ethical leadership

"Integrity cannot remain personal — it must become visible through decisions, communication, and accountability."

Ethical Leadership in Action. Employees watch what leaders do — not just what they say. 

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Employees watch what leaders do — not just what they say

Model the behavior you expect from others

Give employees resources and protection to act ethically

Address violations consistently, regardless of who is involved

Research shows ethical role modeling by managers is directly associated with lower rates of unethical behavior.

How Ethical Culture Is Created. ETHICAL CULTURE IS A SYSTEM — NOT A SINGLE POLICY. 

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ETHICAL CULTURE IS A SYSTEM — NOT A SINGLE POLICY

Employees must know exactly what is expected

Managers and supervisors set the visible standard

Time, staffing, and equipment must support right behavior

Personal alignment with organizational values

Safe space to raise dilemmas without fear

In manufacturing, unrealistic targets and insufficient resources are themselves sources of ethical risk. (Kaptein, 2011)

The Manager's Responsibility. Employees experience culture through their immediate leaders. 

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Employees experience culture through their immediate leaders

MODEL ETHICAL CONDUCT
Your behavior teaches more than any policy document

CLARIFY EXPECTATIONS
Employees cannot meet standards they do not understand

LISTEN TO CONCERNS
Create genuine space for employees to raise issues

PROTECT EMPLOYEE VOICE
Retaliation destroys speak-up culture permanently

CORRECT MISCONDUCT
Inaction is itself a message about what is tolerated

REINFORCE INTEGRITY
Recognize and reward ethical behavior visibly

Employees must never believe that production, cost, or schedule justifies violating an ethical standard.

Ethics Under Pressure. WHAT WOULD YOU DO?. THE SITUATION. 

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Production is behind schedule. A supervisor discovers a required quality inspection has not been completed.           Shipping today protects the quarterly target. Waiting for inspection delays the order.

Goals never override safety, quality, or law.

Ethical decisions become most critical when they carry a cost.

If conflicts are routine — the system itself may be creating ethical risk.

“Ethical leadership becomes most important when doing the right thing carries a cost.”

Speak-Up Culture. Employees must be able to raise concerns without fear. 

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Employees must be able to raise concerns without fear

LISTEN Hear the concern without defensiveness

PROTECT Guard confidentiality when possible

INVESTIGATE Escalate or review appropriately

ACT Take proportionate, documented action

FOLLOW UP Close the loop with the reporter

Dismissing concerns or punishing reporters teaches employees to remain silent. Silence enables misconduct.

Ethical Decision-Making Framework. WHEN THE RIGHT ANSWER IS UNCLEAR — PAUSE. 

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WHEN THE RIGHT ANSWER IS UNCLEAR — PAUSE

Ethics + Corporate Social Responsibility. Responsibility extends beyond profit. 

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Ethical managers consider not only whether an action improves performance, but also who bears its risks and consequences — weighing impact across all affected parties.

Contemporary scholarship connects corporate governance and ethics with societal challenges: inequality, corruption, and environmental sustainability — linking business conduct to the common good.

Stakeholder theory holds that firms have obligations to all parties affected by their operations — not shareholders alone.

Every decision has a stakeholder impact. Leadership means owning that impact.

Ethics + DEI. Ethical inclusion requires more than compliance. 

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Ethical inclusion requires more than compliance

FAIRNESS: Equal access to opportunity, recognition, and development

VOICE: Whose perspectives are heard in decisions that affect them?

BELONGING: Every employee feels safe, respected, and included

OPPORTUNITY: Equitable access to assignments, advancement, and resources

ALLYSHIP: Managers actively advocate for underrepresented voices

Compassion, fairness, intellectual humility, perspective-taking, moral courage, honesty, perseverance, and patience.

— Warren & Warren, EThIC Model of Sustained Allyship

Inclusion is a leadership behavior — built through everyday decisions, not annual training.

Ethics in a Global Organization. GLOBAL DOES NOT MEAN ONE-SIZE-FITS-ALL. 

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These five standards apply everywhere we operate — regardless of local custom or external pressure.

Effective global leaders remain culturally responsive while maintaining consistent expectations for integrity, safety, fairness, human dignity, and accountability.

Local laws and regulations Cultural norms and communication Labor and business practices Stakeholder expectations

". "I was only trying to help the company.". GOOD INTENTION ≠ ETHICAL ACTION. 

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Employees may hide errors, manipulate information, or bypass requirements —
 believing they are protecting the company.

⚠ Managers must make one expectation unmistakable: We never ask employees to compromise ethical standards for organizational benefit. (Wang et al., 2023)

EVERY DECISION TEACHES.. MODEL IT.. COMMUNICATE IT.. 

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"Ethical leadership is how we work — not simply what we believe."

Create conditions in which others can do the right thing — especially under pressure.

Challenge systems that create unethical pressure.

When you lead this way, ethics becomes part of how the organization works.

Thank you for your commitment to Leading with Integrity.

Thank you for your commitment to Leading with Integrity.. 

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ETHICS & COMPLIANCE TRAINING  •  YOUR COMMITMENT

By joining this organization, you have agreed to uphold our Code of Conduct
and to act with integrity in everything you do.

Please sign and return your Code of Conduct Acknowledgment Form to HR within your first 5 business days.

Questions? Contact compliance@ourcompany.com

ETHICS & COMPLIANCE TRAINING. References. ETHICS & COMPLIANCE. 

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Leading with Integrity: Building an Ethical Organization

New Employee Onboarding | Ethics & Compliance Training
 compliance@ourcompany.com | 1-800-ETHICS-1

Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.
 Ciulla, J. B., Knights, D., Mabey, C., & Tomkins, L. (2018). Philosophical contributions to leadership ethics. Business Ethics Quarterly, 28(1), 1–14.
 Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843–869. Tan, C. (2024). Integrating moral personhood and moral management: A Confucian approach to ethical leadership. Journal of Business Ethics, 191, 167–177. 
 Veldman, J., Jain, T., & Hauser, C. (2023). Virtual special issue on corporate governance and ethics: What's next? Journal of Business Ethics, 183, 329–331. 
 Wang, H., Zhang, Y., Li, P., & Henry, S. E. (2023). You raise me up and I reciprocate: Linking empowering leadership to organizational citizenship behavior and unethical pro-organizational behavior. Applied Psychology, 72(2), 718–742. 
 Wang, Z., Xu, H., & Liu, Y. (2018). How does ethical leadership trickle down? Test of an integrative dual-process model. Journal of Business Ethics, 153(3), 691–705.
 Warren, M. A., & Warren, M. T. (2023). The EThIC model of virtue-based allyship development: A new approach to equity and inclusion in organizations. Journal of Business Ethics, 182, 783–803.

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