Ethical Leadership Self-Assessment Page 2
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6Ethical Leadership Toolkit – Tools
Almost
Almost
Section I–continued
Occasionally
Frequently
Never
Always
I explicitly acknowledge staff contributions to
promoting ethical practice.
I include specific expectations for ethical practice in
staff performance plans.
I hold my staff accountable for meeting high ethical
standards.
In conversations with staff, I invite comments about
ethical concerns.
When staff members raise an ethical concern, I thank
them for sharing the concern.
When staff members raise an ethical concern, I ask
them to say more.
I encourage discussion of conflicting values related to
organizational decisions.
I create opportunities for staff discussion of ethics
topics.
II. Communicate clear expectations
Almost
Almost
Occasionally
Frequently
Never
Always
for ethical practice
I make a conscious effort to serve as a role model for
ethical practice.
I clearly communicate my expectations for ethical
practice to my staff.
When I communicate my expectations for ethical
practice, I explain the values that underlie those
expectations.
When I communicate my expectations for ethical
practice, I use examples that illustrate what I mean.
When I communicate my expectations for ethical
practice, I make sure those expectations are realistic
and achievable.
When I communicate my expectations for ethical
practice, I make a point to address obstacles that staff
might encounter.
When staff members receive “mixed messages”
that create ethical tensions, I take responsibility for
clarifying my expectations for ethical practice.
I encourage staff to talk to me if they feel pressured to
“bend the rules.”
6.2
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