The collateral damage to companies caused by unethical behaviour can be enormous, especially when it is perceived to be systemic within an organisation. We look to leaders to set an example. So how can they be encouraged to set aside selfinterest and provide an ethical role model for those they lead?

Organization
hdl.handle.net/1765/40118
RSM Discovery Magazine Collection
RSM Discovery - Management Knowledge
The research in this article forms part of Niek’s recent PhD, On the psychology of displaying ethical leadership: a behavioural ethics approach, which was published in September 2011 as part of ERIM’s PhD Series, Research in Management, RePub Handle http://repub.eur.nl/res/pub/26228
Rotterdam School of Management (RSM), Erasmus University

Hoogervorst, N. (2012). The psychology of ethical leaders. RSM Discovery - Management Knowledge, 9(1), 21–22. Retrieved from http://hdl.handle.net/1765/40118