Mary C. Gentile is doing a great work that deserves strong support by leaders who are motivated to promote ethical leadership in business!

As Eric mentioned, I think the bigger issue is personal integrity. Fudging the truth, blurring the line, telling a little white lie—those can seem like the easier, softer way. But I’ve never encountered a negative reaction from a colleague or client when I’ve been honest about a situation. Not only does it disarm, but it also engenders a trust that is more solid and reliable than many that are created in the business world.

It also reminds me that the power of example is a formidable one. As leaders, we have a responsibility to act in ways that attract like-minded people, which helps ensure that the talent we source and hire are professionals we can also trust to act with integrity.

Thank you for continuing this important dialog on values. Life’s complexities and deep niches enable many to avoid integrity, conscience, and role modeling for the greater good. If values do not prevail, civilization may not.

As Professor Mary Gentile said, “it isn’t knowing what’s right, but knowing how to act on those convictions within an organization.” Very true and inspiring!

I, too, believe that within a world of constant change, competitiveness, and cynicism, knowing how to act with conviction (a combination of heart and mind or intentions and deeds) is the one and only way to increase the bottom-line.

Nice starter to a larger and more effective conversation—seems to me that the basic premise would be to express, encourage, support and affirm a single value: integrity.

Integrity works (in the workplace collectively and for individuals as well) as a “values generator” if it is viewed in the synergistic sense: that the whole is greater than the sum of the parts. Perfected parts don’t necessarily generate good results unless they are perfected to a particular goal and purpose higher and more inclusive than any one players “excellence” or personal “genius.”

When everyone understands how the pieces are to work together to achieve the purpose (and thereby creating the “value” that others will pay for), then they can be vigilant and affirming while pointing out issues/actions that may tend to (or actually do) corrupt that sought after integrity—and in a fairly nonconfrontational, constructive and affirming manner—to the collective benefit as well as their own personal well-being.

But that will only work if integrity is transparently and genuinely sought after throughout the organization (i.e. it’s not territorial or silo oriented only).

Prof Mary Gentiles views are extremely commendable. I have had an experience of 12 years with leading teaching institutions in India in very senior positions. I regret that I cannot agree with her reasoning where she claims that 25 percent of the sample had been proactive in the workplace. If that had been the case, then the US economy wouldn’t be in the state that it is in now.

Wonderful insights, and so simple that they may be applied to real life, I believe Mary Gentile helps bridge the gap between knowing what is right and acting accordingly.

There seems to be three themes in Prof. Gentile’s interview, one obvious—the bottom line effects—and two unwritten, the cultures involved, and the personality/temperment of the person or people involved.

If the effect on the bottom line at any level may be infinitesimal, then who cares? The measure of what is a small, medium, or large effect, probably is the only consideration.

If the culture of the place of business, or the city, state, or nation allows for ‘dirt in the blood,’ then it is again a question of scale.

What is the main effect however, is the personality/temperment of the person and people involved, and this includes the non-business areas as religion, morality, and social pressures, internal and external, given and presented to the decision-maker and those who work for them and those for whom they work for, managers and shareholders.

In the final analysis, one must look at one’s boss’s boss for some form of guidance and for a qualitative look at what one must become to be considered successful in the organization. If that person is not an admirable model, perhaps you should look elsewhere for employment, “grow up,” or start your own business.

This message resonates with me. I also think it reinforces the importance of congruency and alignment. If you aspire to leadership you are a role model, period.