The article “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership” explores how leaders build trust and shape the culture of their organizations through personal integrity and active ethical management. The authors argue that effective ethical leadership requires a balance between being a moral person and a moral manager. This dual approach ensures that ethics are both personal and systematic, preventing pressure to stay silent and promoting an environment where doing the right thing becomes the norm rather than the exception. Ethical leadership is not simply about having good intentions. It involves deliberate communication, consistent actions, and accountability. Only by reinforcing these behaviors will an organization truly be ethical. This means that leaders must set clear expectations, follow through on their commitments, and hold both themselves and others to high moral standards. By doing so, they establish a sense of trust and credibility that strengthens both the workforce and the company’s long-term goals.

The article’s ideas mirror real-world dynamics where leadership values shape not only a company’s reputation but also public confidence in institutions. While some leaders may value and practice strict adherence to morals in their personal life, the article emphasizes that ethical leadership requires visible action and structure. Companies that lack clear ethical structures and leadership are prone to ethical failures. These failures can result in legal fees and a negative impact on their company culture. In the long run, ethical failures tear down the reputation of the company, create rifts in the company, and breeds distrust at all organizational levels. This article highlights how true ethical leadership remains both a moral and managerial responsibility, expanding beyond individual actions.

Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128–142. https://doi.org/10.2307/41166057