Positive Leadership Skills to Boost Employee Integrity and Honesty

This presentation explores how positive leadership skills can be utilized to enhance honesty and integrity within an organization. It begins by highlighting the importance of integrity in the workplace and the need for proactive measures to address unethical conduct. The presentation outlines specific strategies, including establishing clear policies, promoting integrity through communication, holding regular meetings to address concerns, and leading by example. It emphasizes the significance of consistent adherence to policies, swift action in response to breaches, and maintaining focus on ethical objectives. The presentation uses references to support its arguments, providing a comprehensive overview of how positive leadership can cultivate a culture of honesty and integrity among employees. The presentation also includes a discussion on how positive leader theory can be used to develop skills exercises in the workplace.

HOW TO USE LEADERSHIP SKILLS TO
IMPROVE HONESTY AND INTEGRITY IN
EMPLOYEES
I N T R O D U C T I O N

Integrity among workers is essential for management.
The technique through which our business conducts
business matters (Menzel, 2016, p. 34).
Specific actions need to be taken to improve integrity
among employees.
Most of the employees are honest, but everyone is capable
of making mistakes.

ESTABLISHING POLICIES
Establish firm policies to handle matters dealing with
integrity.
Develop a system that does not let mistakes slide but
handle the unethical conduct in an organization.
Unless the problem being faced is severe, use the warning
type of a system.

PROMOTION OF INTEGRITY
For instance, use of verbal warning in the first instance,
which would then be followed by written notice and
probation then finally, issue a letter for the termination
of a contract.
Promote employee integrity by informing them about the
company’s policies on integrity.
Notify all employees in writing concerning the firm’s
policy alteration.

HOLD REGULAR MEETINGS
Strive to schedule employee meetings to discuss issues
concerning integrity further (Cleary, Walter, Horsfall, &
Jackson, 2013, p. 136).
Make sure that you use the skills instilled in you to answer
the questions asked positively to make sure there is
satisfaction and to wipe out the doubts the employees
might have.

FOLLOW POLICIES
During the discussion; encourage questions from
employees to get their views towards the issue of
integrity.
follow the policies to set an example for the employees.
If you want the employees to perform their duties with
integrity, you will have to show it first (Brockner,
Senior, & Welch, 2014, 23).

The employees will have a reason to follow my steps. In
the case of breaches, be fast in taking swift actions
according to the policies already established (Heywood
& Rose, 2015, p. 145).
Remain focused not to attend distractions that may act as
hindrances to integrity and honesty (Noelliste, 2013,
p.23)

Focus on what is right and honest. Putting all your attention on
your objectives and failing to favor anybody will help you
instill integrity in all employees.
Be a man of your word.
Deliver your promises to employees without excuses and
change in conditions (Heywood & Rose, 2015, p. 167).

REFERENCES
Brockner, J., Senior, D., & Welch, W. (2014). Corporate
volunteerism, the experience of self-integrity, and organizational
commitment: Evidence from the field. Social Justice Research,
27(1), 1-23.
Cleary, M., Walter, G., Horsfall, J., & Jackson, D. (2013).
Promoting integrity in the workplace: A priority for all academic
health professionals. Contemporary nurse, 45(2), 264-268.
Heywood, P. M., & Rose, J. (2015). Curbing corruption or
promoting integrity? Probing the hidden conceptual challenge. In
Debates of corruption and integrity. London: Palgrave Macmillan.

Menzel, D. C. (2016). State of the art of empirical
research on ethics and integrity in governance. Ethics
in public management, 23(4), 24-54.
Noelliste, M. (2013). Integrity: An intrapersonal
perspective. Human Resource Development Review,
12(4), 474-499.