ABSTRACT
Scientific research on the topic of honesty shows results similar to those on cognition, perception, and decision making. How does a leader influence effectively while maintaining an ethic of honesty. When the stakes are high— and particularly in a crisis— people are more susceptible to social pressure. The first dishonest act is usually more troubling than the fifth or fiftieth. When leaders show a lack of fortitude in facing dishonesty— especially when the person committing the dishonest acts is valuable or popular— it undermines the leader and sets up an obvious double standard. As important as honesty and integrity are for a leader, fairness is a close third. People are less invested and less happy when the leader's decisions seem unfair. Leaders should be in the business of preventing bad behaviour by being exemplars of good behaviour. The first and most important thing for leaders to do if they want to see forthrightness in others is to display it themselves.
