Date of Conferral

2023

Degree

Ph.D.

School

Management

Advisor

Banford J. McAllister

Abstract

The position of ethics officer was created to watch over corporate behavior. However, scandals have continued to demonstrate unethical leadership involving government officials, sports heroes, religious organizations, and corporate leaders. The research problem was that despite the adoption of corporate ethics programs and government oversight, there is a lack of understanding of ethics officers’ experiences, perceptions of effectiveness, and whether they effectively influence executive-level ethical conduct. The purpose of this qualitative phenomenological study was to explore the lived experiences of ethics officers regarding their interactions with executives. Shaped by Brown and Treviño’s ethical leadership theory, the research question concerned the perceptions of the ethics officers’ experiences as stewards to influence executive-level ethical behavior. Data were collected through semi-structured interviews with eight North American corporate and government ethics officers. Analysis of the data transformed emergent statements into categories and then themes. Three key findings emerged: (a) ethics officers perceive their interaction with executives to be effective; (b) guidelines, training, and reporting of inquiries and incidents are the foundation of their influence; and (c) the role is defined consistently across corporate and government programs. This research may lead to positive social change if leaders adopt a blend of compliance and value-based approaches, increase their ethical awareness, and improve ethical decision-making. Broadened ethics awareness would filter into local communities, improve leadership processes, change training approaches, and evolve executive hiring practices.

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