Despite saying things like, “I have an open door policy,” where employees can express even controversial issues, some leadership actions may dissuade the courage needed to raise ethical concerns . Creating a culture in which people freely speak up is vital to ensuring people don’t collude with, or incite misconduct. Elizabeth Morrison, Professor in Creative Management at New York University, says in Encouraging a Speak Up Culture, “You have to confront the two fundamental challenges preventing employees from speaking up. The first is the natural feeling of futility – feeling like speaking up isn’t worth the effort or that on one wants to hear it. The second is the natural fear that speaking up will lead to retribution or harsh reactions.” A manager’s reactions to an employee’s concerns sets the tone for whether or not people will raise future issues. If a leader reacts with even the slightest bit of annoyance, they are signaling they don’t really want to hear concerns. Says Morrison, “Leaders that are open and genuinely approachable and seen as wanting input, who demonstrate regard for the opinions of others, and model ethical behavior, are far likelier to have employees speak up when circumstances require it.”
"Four Ways Your Leadership May Be Encouraging Unethical Behavior" Forbes. 6/14/2016
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