Developing a Code of Conduct

Note that if your organization is quite large, e.g., includes several large programs or departments, you
may want to develop an overall corporate code of conduct, and then a separate code to guide each of your
programs or departments. Consider the following guidelines when developing codes of conduct:
1. Identify key behaviors needed to adhere to the ethical values proclaimed in your code of ethics
, including ethical values derived from review of key laws and regulations, ethical behaviors needed in
your product or service area, behaviors to address current issues in your workplace, and behaviors needed
to reach strategic goals.
2. Include wording that indicates all employees are expected to conform to the behaviors specified
in the code of conduct.
Add wording that indicates where employees can go if they have any questions.
3. Obtain review from key members of the organization.
Be sure your legal department reviews the drafted code of conduct.
4. Announce and distribute the new code of conduct
(unless you are waiting to announce it along with any associated policies and procedures). Ensure each
employee has a copy and post codes in each employee's bay or office.

Leadership Ethics - Traits of an Ethical Leader

Ethics refer to the desirable and appropriate values and morals according to an individual or the society at
large. Ethics deal with the purity of individuals and their intentions. Ethics serve as guidelines for
analyzing what is good or bad in a specific scenario. Correlating ethics with leadership, we find that
ethics is all about the leaders identity and the leaders role.
Ethical theories on leadership talk about two main things: (a) The actions and behaviour of leaders; and
(b) the personality and character of leaders. It is essential to note that Ethics are an essential to
leadership. A leader drives and influences the subordinates / followers to achieve a common goal, be it
in case of team work, organizational quest, or any project. It is an ethical job of the leader to treat his
subordinates with respect as each of them has unique personality. The ethical environment in an
organization is built and developed by a leader as they have an influential role in the organization and due
to the fact that leaders have an influence in developing the organizational values.
An effective and ethical leader has the following traits / characteristics:
Dignity and respectfulness: He respects others. An ethical leader should not use his followers as a
medium to achieve his personal goals. He should respect their feelings, decision and values.
Respecting the followers implies listening effectively to them, being compassionate to them, as well
as being liberal in hearing opposing viewpoints. In short, it implies treating the followers in a manner
that authenticate their values and beliefs.
Serving others: He serves others. An ethical leader should place his followers interests ahead of his
interests. He should be humane. He must act in a manner that is always fruitful for his followers.
Justice: He is fair and just. An ethical leader must treat all his followers equally. There should be no
personal bias. Wherever some followers are treated differently, the ground for differential treatment
should be fair, clear, and built on morality.
Community building: He develops community. An ethical leader considers his own purpose as well
as his followers purpose, while making efforts to achieve the goals suitable to both of them. He is
considerate to the community interests. He does not overlook the followers intentions. He works
harder for the community goals.
Honesty: He is loyal and honest. Honesty is essential to be an ethical and effective leader. Honest
leaders can be always relied upon and depended upon. They always earn respect of their followers.
An honest leader presents the fact and circumstances truly and completely, no matter how critical
and harmful the fact may be. He does not misrepresent any fact.
It is essential to note that leadership is all about values, and it is impossible to be a leader if you lack the
awareness and concern for your own personal values. Leadership has a moral and ethical aspect. These

ethics define leadership. Leaders can use the above mentioned traits as yardsticks for influencing their
own behaviour.
CHARACTERISTICS OF THE ETHICAL MANAGER
Let's consider several dimensions of ethical supervision that are often overlooked. the ethical supervisor:

Looks out for the interests of others, including customers, employees, and minority members of our

society (ethnic minorities, older workers, and the physically handicapped.

Values employees as people as well as workers. Respect is given to the whole person, including his

or her family responsibilities, community involvement, and religious beliefs.

Doesn't tell people what they want to hear. The whole truth comes out even when it hurts.

Doesn't play psychological games with others, such as blame-shifting, practicing one-upmanship, or

playing favorites.

Values people over pragmatism, recognizing that how things are achieved is just as important as what

is achieved.

Focuses on the ultimate objective or mission (ends) more than rules and regulations (means).

Is committed to ideals beyond self, such as honesty, fair play, and quality work.

To say the least, pursuing these ideals is no easy undertaking given the extraordinary pressures faced by
supervisors in today's complex society. Profits must be maintained; federal government mandates, such as
affirmative action, must be satisfied; and people both above and below the supervisor must be kept happy.
What's a supervisor to do in the face of all these conflicting demands? How can ethical responsiveness be
maintained that goes beyond merely obeying the law?
Pursuing these ideals is no easy undertaking, given the extraordinary pressures faced by supervisors.

Ethical Principles for Business Executives by Michael Josephson

In business, how people judge your character is critical to sustainable success because it is the basis of
trust and credibility. Both of these essential assets can be destroyed by actions which are, or are perceived
to be unethical. Thus, successful executives must be concerned with both their character and their
reputation.
Abraham Lincoln described character as the tree and reputation as the shadow. Your character is what
you really are; your reputation is what people think of you. Thus, your reputation is purely a function of
perceptions (i.e., do people think your intentions and actions are honorable and ethical) .while your
character is determined and defined by your actions (i.e., whether your actions are honorable and ethical
according to the 12 ethical principles:
1. HONESTY. Be honest in all communications and actions. Ethical executives are, above all, worthy
of trust and honesty is the cornerstone of trust. They are not only truthful, they are candid and forthright.
Ethical executives do not deliberately mislead or deceive others by misrepresentations, overstatements,

partial truths, selective omissions, or any other means and when trust requires it they supply relevant
information and correct misapprehensions of fact.
2. INTEGRITY. Maintain personal integrity. Ethical executives earn the trust of others through
personal integrity. Integrity refers to a wholeness of character demonstrated by consistency between
thoughts, words and actions. Maintaining integrity often requires moral courage, the inner strength to do
the right thing even when it may cost more than they want to pay. The live by ethical principles despite
great pressure to do otherwise. Ethical executives are principled, honorable, upright and scrupulous. They
fight for their beliefs and do not sacrifice principle for expediency.
3. PROMISE-KEEPING. Keep promises and fulfill commitments. Ethical executives can be trusted
because they make every reasonable effort to fulfill the letter and spirit of their promises and
commitments. They do not interpret agreements in an unreasonably technical or legalistic manner in order
to rationalize non-compliance or create justifications for escaping their commitments.
4. LOYALTY. Be loyal within the framework of other ethical principles. Ethical executives justify trust
by being loyal to their organization and the people they work with. Ethical executives place a high value
on protecting and advancing the lawful and legitimate interests of their companies and their colleagues.
They do not, however, put their loyalty above other ethical principles or use loyalty to others as an excuse
for unprincipled conduct. Ethical executives demonstrate loyalty by safeguarding their ability to make
independent professional judgments. They avoid conflicts of interest and they do not use or disclose
information learned in confidence for personal advantage. If they decide to accept other employment,
ethical executives provide reasonable notice, respect the proprietary information of their former employer,
and refuse to engage in any activities that take undue advantage of their previous positions.
5. FAIRNESS. Strive to be fair and just in all dealings. Ethical executives are fundamentally committed
to fairness. They do not exercise power arbitrarily nor do they use overreaching or indecent means to
neither gain or maintain any advantage nor take undue advantage of anothers mistakes or difficulties.
Ethical executives manifest a commitment to justice, the equal treatment of individuals, tolerance for and
acceptance of diversity. They are open-minded; willing to admit they are wrong and, where appropriate,
they change their positions and beliefs.
6. CARING. Demonstrate compassion and a genuine concern for the well-being of others. Ethical
executives are caring, compassionate, benevolent and kind. They understand the concept of stakeholders
(those who have a stake in a decision because they are affected by it) and they always consider the
business, financial and emotional consequences of their actions on all stakeholders. Ethical executives
seek to accomplish their business objectives in a manner that causes the least harm and the greatest
positive good.
7. RESPECT FOR OTHERS. Treat everyone with respect. Ethical executives demonstrate respect for
the human dignity, autonomy, privacy, rights, and interests of all those who have a stake in their
decisions; they are courteous and treat all people with equal respect and dignity regardless of sex, race or

national origin. Ethical executives adhere to the Golden Rule, striving to treat others the way they would
like to be treated.
8. LAW ABIDING. Obey the law. Ethical executives abide by laws, rules and regulations relating to
their business activities.
9. COMMITMENT TO EXCELLENCE. Pursue excellence all the time in all things. Ethical
executives pursue excellence in performing their duties, are well-informed and prepared, and constantly
endeavor to increase their proficiency in all areas of responsibility.
10. LEADERSHIP. Exemplify honor and ethics. Ethical executives are conscious of the responsibilities
and opportunities of their position of leadership and seek to be positive ethical role models by their own
conduct and by helping to create an environment in which principled reasoning and ethical decision
making are highly prized.
11. REPUTATION AND MORALE. Build and protect and build the companys good reputation and
the morale of its employees. Ethical executives understand the importance of their own and their
companys reputation as well as the importance of the pride and good morale of employees. Thus, they
avoid words or actions that that might undermine respect and they take affirmative steps to correct or
prevent inappropriate conduct of others.
12. ACCOUNTABILITY. Be accountable. Ethical executives acknowledge and accept personal
accountability for the ethical quality of their decisions and omissions to themselves, their colleagues, their
companies, and their communities.