ABSTRACT
Most employees in large organisations have little direct contact with senior executives or board members. Their perceptions of ethical leadership are likely to be indirect, coming from symbolic behaviour, communication, policies and images. The perception of ethical leadership can be very subjective. However, from the author's own observation as a former executive committee member of a FTSE150 plc, he met many employees who have observed and remembered with intense detail even the shortest, most fleeting interactions with top executives. Hallmarks of ethical leaders who set an appropriate tone from the top include: openness, courage, an ability to listen, honesty and fair mindedness. Respected boards are likely to have more traction in setting and promulgating the tone from the top. Where there are high-quality relationships, it is more likely that boards are safe places to air problems rather than good news cultures. The Chairman runs the board, the CEO runs the company.
