Ethical Leadership: Fostering a Culture of Integrity and Trust
Trust can be earned and deserved, but it doesn’t mean those who are trustworthy are always trusted or accepted by those who need to trust them. The reason for this problem is simply that too many people are caught up in the emotional anxiety of their fear of failure, or they are caught up in the emotional impact that a not-righteous person can appeal to.
Now that we have identified the problem that experience has made crystal clear, let Gabriel Topman share some of his secrets to Ethical Leadership: Fostering a Culture of Integrity and Trust. Let’s look at the important need for getting the foundations right by focusing on quality over quantity and navigating away from those who appear to be quality but consistently prove to be too far from that reality.
Most people will agree that it comes from the understanding of the proprietors or the influential leader of the Organisation. The quality of their advisers is good, even though advisers are not the final decision-makers and their role is not to impose on anything or anyone. A culture of integrity can be nurtured by being reasonably open and yet tactful.
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