The article “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership” highlights how leaders build trust and shape organizational culture through both personal integrity and active ethical management. The authors emphasize that effective ethical leadership requires a balance between being a moral person and a moral manager. This dual approach ensures that ethics are not only personal but also embedded systematically, reducing the pressure to stay silent and promoting an environment where doing the right thing becomes the norm. Ethical leadership isn’t just about good intentions—it involves deliberate communication, consistent actions, and accountability. Leaders must set clear expectations, follow through on commitments, and hold themselves and others to high moral standards. Doing so establishes trust and credibility that strengthen both the workforce and the organization’s long-term goals.

What stood out to me is how these ideas reflect real-world organizational dynamics. A leader’s values shape not only a company’s internal culture but also public confidence in the institution. While some leaders may act ethically in their personal lives, the article stresses that ethical leadership requires visible action and structured systems. Companies without clear ethical structures are more prone to failures that can result in legal issues, damage morale, and create distrust across all levels of the organization. This reading reinforced for me that ethical leadership is both a personal and managerial responsibility—it extends far beyond individual choices to the culture and long-term integrity of the organization.

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