Professional Documents
Culture Documents
(Download PDF) Establishing Workplace Integrity Six Lessons in Values Based Leadership 1St Edition Paul Fiorelli Online Ebook All Chapter PDF
(Download PDF) Establishing Workplace Integrity Six Lessons in Values Based Leadership 1St Edition Paul Fiorelli Online Ebook All Chapter PDF
(Download PDF) Establishing Workplace Integrity Six Lessons in Values Based Leadership 1St Edition Paul Fiorelli Online Ebook All Chapter PDF
https://textbookfull.com/product/enacting-values-based-change-
organization-development-in-action-1st-edition-david-w-jamieson/
https://textbookfull.com/product/lessons-in-leadership-in-the-
field-of-educational-technology-christopher-t-miller/
https://textbookfull.com/product/leadership-lessons-for-health-
care-providers-1st-edition-frank-james-lexa/
https://textbookfull.com/product/lessons-in-library-leadership-a-
primer-for-library-managers-and-unit-leaders-1st-edition-
halaychik/
The Courage to Lead through Values How Management by
Values Supports Transformational Leadership Culture and
Success 1st Edition Liza-Maria Norlin (Author)
https://textbookfull.com/product/the-courage-to-lead-through-
values-how-management-by-values-supports-transformational-
leadership-culture-and-success-1st-edition-liza-maria-norlin-
author/
https://textbookfull.com/product/barriers-to-entry-overcoming-
challenges-and-achieving-breakthroughs-in-a-chinese-workplace-
paul-ross/
https://textbookfull.com/product/leadership-in-healthcare-
delivering-organisational-transformation-and-operational-
excellence-paul-turner/
https://textbookfull.com/product/12-lessons-in-business-
leadership-insights-from-the-championship-career-of-tom-
brady-1st-edition-kevin-daum/
https://textbookfull.com/product/talking-at-work-corpus-based-
explorations-of-workplace-discourse-1st-edition-lucy-pickering/
Establishing Workplace Integrity
Establishing Workplace
Integrity
Six Lessons in Values-Based Leadership
The cover image is entitled “Discovering Your Inner Ethics”, concept by Toria
Wheelright—2017 Cintas Graduate Ethics Fellow, with design and fabrication
by Jeff Norgord. Used with permission by Xavier University
10 9 8 7 6 5 4 3 2 1
Alla Famiglia (to the family)—from “Moonstruck”
• Corporate culture;
• Employee loyalty and engagement;
• Motivations for improper behavior;
• Going inside the mind of a whistleblower;
• Crime and punishment for organizations;
• White-collar crime for individuals.
Keywords
values-based leadership; corporate culture; employee loyalty;
employee engagement; fraud triangle; whistleblower; compliance
program; white-collar crime
Contents
Testimonials
Foreword
Acknowledgments
Prologue What Is Values-Based Leadership, and Why Should We
Care?
Introduction
“History has demonstrated repeatedly that leaders that lack ethical
and values based dimensions can have serious adverse
consequences on their followers, their organizations, our nation and
the world,” —Mary Kay Copeland.1 We’ve seen this dire prediction
carried out by valueless leaders over the past decades. Whether it is
Sam Bankman-Fried (FTX—2020s), Elizabeth Holmes (Theranos—
2010s), Bernie Madoff (2000s), the unholy trinity of Ken Lay, Jeff
Skilling, and Andy Fastow (Enron—1990s), or Ivan Boesky (1980s),
each one represents a failure of values-based leadership. The fact
that they all ran their companies into the ground renews our interest
in the value of values and leading with integrity. Values-based
leaders (also referred to as VBLs or principled principals) apply their
ethical standards to the business and seek like-minded employees to
join them. These virtues include self-reflection, balance, humility,
authenticity, integrity, and trust.
Self-Reflection
VBLs need to carve time out of their busy schedules to think about
and evaluate how they will lead. What are their strengths and
weaknesses? Once identified, can they be improved? Did they do
what they said they were planning on doing that day, and if not, can
they explain why not? Are there any lessons they can learn from
these changes so they may do things differently in the future?
Trust
The 1960s torch song singer—Etta James—sang, “Trust in me, in all
you do. Have the faith I have in you.” Warren Buffett had similar
thoughts about that principle—“Trust is like the air we breathe—
when its present, nobody really notices; when its absent, everybody
notices.” Trust acts as both a noun (the thing we give) and a verb
(the act of giving it). The trusting party (“Trustor”) must be willing to
be vulnerable, giving their faith to another (“Trustee”). According to
researchers Mayer, Davis, and Schoorman, the Trustor must believe
the Trustee has the capacity to perform the act requested (ability),
will act on their behalf (benevolence), and behave ethically
(integrity).2
Trust is iterative. During the initial dealings with a new Trustee,
Trustors make the leap of faith that the Trustee will carry out their
duties faithfully. Consistently acting with integrity builds this trust. If
the previous transactions went well, Trustors gain more confidence
in dealing with the Trustee in the future. However, trust can be
challenging to maintain and easy to lose. In a 2014 USA Today
article former Under Armour CEO—Kevin Plank—discussed how trust
is built in drops but lost in buckets.
An April 2023 poll by Gallup reported, “only 21 percent of U.S.
employees strongly agree that they trust the leadership of their
organization.”3 This percentage increases dramatically to 95 percent
when employees emphatically believe three things happen. Trusted
leaders:
• Communicate clearly;
• Inspire confidence in the future; and
• Lead and support change.
Our Purpose
Our Values
Integrity
We always try to do the right thing.
We are honest and straightforward with each other.
We operate within the letter and spirit of the law.
We uphold the values and principles of P&G in every action and
decision.
We are data-based and intellectually honest in advocating
proposals, including recognizing risks.
Leadership
We are all leaders in our area of responsibility, with a deep
commitment to delivering leadership results.
We have a clear vision of where we are going.
We focus our resources to achieve leadership objectives and
strategies.
We develop the capability to deliver our strategies and eliminate
organizational barriers.
Ownership
We accept personal accountability to meet our business needs,
improve our systems and help others improve their
effectiveness.
We all act like owners, treating the Company’s assets as our
own and behaving with the Company’s long-term success in
mind.
Trust
We respect our P&G colleagues, customers and consumers, and
treat them as we want to be treated.
The message should be consistent, even with diverse constituents
on different continents. Policies shouldn’t contain an “*” stating that
the rules don’t apply in certain geographic areas because “that’s not
how it’s done there.” A large parent company with many
decentralized subsidiaries, facilities, and offices in divergent parts of
the world may allow some different legal techniques about how
business is conducted. Even acknowledging this possibility, corporate
culture should remain constant, guiding partners like Polaris—their
“North Star.”
George Wythe,
Richard Henry Lee,
Thomas Jefferson,
Virginia. Benjamin Harrison,
Thomas Nelson, jr.,
Francis Lightfoot Lee,
Carter Braxton.
William Hooper,
North Carolina. Joseph Hewes,
John Penn.
Edward Rutledge,
Thomas Heyward, jr.,
South Carolina.
Thomas Lynch, jr.,
Arthur Middleton.
Button Gwinnett,
Georgia. Lyman Hall,
George Walton.
Resolved, That copies of the Declaration be sent to the several
assemblies, conventions, and committees or councils of safety, and to
the several commanding officers of the Continental Troops: That it
be PROCLAIMED in each of the United States, and at the Head of the
Army.—[Jour. Cong., vol. 1, p. 396.]
Articles of Confederation.
ARTICLES OF CONFEDERATION.