ABSTRACT
As much as the last two chapters were about leadership characteristics that are not common in the field of emergency management, this chapter focuses on the value of ethics that are routinely touted as critical elements for government leaders such as emergency managers and first-responders. However, there are two challenges that exist. First, many emergency managers lack the comprehension of just what it means to be ethical. Second, governmental organizations and the leaders that represent them continue to become embroiled in scandals. This is not to say that every emergency management leader or governmental administrator is inherently unethical, but it does strongly imply that the current environment is unsuitable to encourage, promote, and facilitate ethical behavior.
