“Existing theoretical models of individual ethical decision making in organizations place little or no emphasis on characteristics of the ethical issue itself.” Ethical decision-making is a foundational pillar in both individual conduct and organizational practice. This document places an emphasis on the fact that making an ethical decision is not simply about following rules, but more about discerning priorities, recognizing stakeholder interests, and navigating a complex moral terrain. This involves values such as fairness, respect, responsibility, and integrity. 

A key insight of this document is how individual and organizational factors intertwine an individual’s moral sensitivity, critical thinking skills, emotional regulation and personal values. When the internal environment rewards short‑term gain or suppresses dissent, even well‑intentioned individuals may falter. The document also underscores that ethical decisions often involve trade‑offs, usually between legal compliance and moral obligation, between efficiency and fairness, or between personal loyalty and public interests. This goes to prove that ethics cannot be limited to an individual, organizational context matters too. 

This document relates closely to the leadership interview we conducted here recently. It was important to ask the interviewees ethical questions and understand how they value the use of ethics in their work field. Understanding how leaders value ethics in their work field reveals not only their personal integrity but also how they influence organizational culture, set standards for employees, and make difficult choices under pressure. By connecting the framework from the article to the interview responses, we are able to see real-world examples of ethical reasoning in action.

“Ethics Awareness.” Ethics Awareness, blink.ucsd.edu/finance/accountability/ethics-awareness.html#core-ethical-values. Accessed 29 Oct. 2025.