The ability to act with honesty, consistency, and moral courage, aligning words, actions, and decisions with ethical principles and organisational values. It involves taking responsibility, keeping confidences, being transparent, and standing up for what is right, even when it is difficult or unpopular.
“The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” Dwight D. Eisenhower
Barriers to integrity
Conflict averse: Leaders who shy away from conflict may fail to address important issues, leading to compromised principles and decisions that lack integrity.
Not “walking their talk”: When leaders do not align their actions with their words, they appear inconsistent and untrustworthy, undermining their integrity.
Hedging and/or holding back: Leaders who hesitate to take a clear stance may do so to avoid backlash or maintain flexibility, but this can be seen as indecisiveness or dishonesty.
Overly ambitious: Ambition can drive leaders to prioritise personal success over ethical considerations, leading them to make decisions that compromise their integrity.
Confidentiality breaker: Leaders who cannot keep confidences may inadvertently betray trust, damaging relationships and their reputation for integrity.
Multitasking: Leaders who take on too much may struggle to keep commitments and follow through on promises, leading to perceptions of unreliability.
Short termism: Leaders who are too eager to achieve short-term goals may resort to unethical practises or make promises they cannot keep, compromising their integrity.
Incongruent: Leaders who treat people inconsistently may be seen as biased or unjust, which can erode trust and signal a lack of integrity.
Low assertiveness: When leaders avoid making difficult decisions or taking a stand on important issues, they may be viewed as lacking conviction.
Egocentric: Leaders who appear to act primarily in their own interest may be perceived as manipulative or untrustworthy, further eroding their integrity.
“The greatness of a man is not in how much wealth he acquires, but in his integrity and his ability to affect those around him positively.” Bob Marley
Enablers of integrity
Be honest and direct: Avoid hedging or qualifying statements excessively. Focus on making clear, straightforward statements that are based on facts and are defensible.
Be realistic: Be honest about what can be delivered and avoid making promises you cannot keep.
Keep confidences: Be clear on what can and cannot be kept confidential, especially regarding ethical, legal, or performance-related issues. Ensure that personal information is protected.
Act without a personal agenda: Avoid using your position or relationships for personal gain. Ensure that any actions or requests are in the best interest of the organisation.
Take responsibility: Admitting mistakes early and publicly demonstrates accountability. Leaders who own their errors and learn from them are seen as more competent and trustworthy.
Address conflicts directly: Avoiding conflict may seem easier in the short term, but it undermines integrity. Address issues directly and ensure you are consistent in your communication.
Share necessary information: Withholding information that others need can create mistrust. Ensure you communicate essential information to support organisational transparency and collaboration.
Know when to sound the alarm: In situations involving ethical dilemmas or potential organisational harm, do not hesitate to inform the right people promptly. This is a difficult but necessary part of maintaining integrity.
Follow through: Consistently delivering on promises builds trust. If circumstances change and you cannot meet a commitment, communicate this promptly and provide a realistic alternative.
Repair damaged trust: If trust has been violated, acknowledge the issue and make sincere efforts to rebuild relationships through candid discussions and committed behaviour change.
“Have the courage to say no. Have the courage to face the truth. Do the right thing because it is right. These are the magic keys to living your life with integrity.” W. Clement Stone
Reflection questions on integrity
How do you handle difficult conversations? Do you tend to avoid addressing challenging issues directly? How can you practise being more straightforward without being confrontational?
Could you be overpromising in your commitments? How often do you say “I’ll try” instead of giving a definitive answer? What steps can you take to ensure that your commitments are realistic?
Are you consistently keeping confidences? How do you clarify what should remain private and what can be shared? What can you do to ensure that others feel safe confiding in you?
Do you ever act with a personal agenda in mind? Are your decisions always in the best interest of the team? How can you ensure that your motives are transparent?
How do you respond when you make a mistake? Do you admit your mistakes openly, or do you try to minimise them? What can you learn from your errors to avoid repeating them?
Do you avoid conflict or difficult situations? How often do you find yourself going along with others just to keep the peace? What strategies can you use to address conflicts more effectively?
Are you sharing information appropriately with your team? Do you sometimes withhold information that others need to do their jobs effectively? How do you ensure your team is fully informed?
How do you handle ethical dilemmas or potential wrongdoing? Who do you turn to for guidance when you face an ethical challenge? What steps can you take to ensure you are acting in the organisation’s best interest?
Are you following through on your commitments? What systems do you use to track your deadlines? How can you improve your follow-through to build greater trust?
Have you taken steps to repair any damage caused by breaches of trust? Have you acknowledged any past trust issues to those affected? What can you do to rebuild those relationships?
“As I have said, the first thing is to be honest with yourself. You can never have an impact on society if you have not changed yourself. Great peacemakers are all people of integrity, of honesty, but humility.” Nelson Mandela
Explore related leadership resources
To further develop this capability, examine how it intersects with other core leadership dimensions across the libraries:
Leadership library:
- Caring for Team Members: Build a foundation of trust by demonstrating that your commitment to integrity includes the psychological safety and well-being of your people.
- Leading via Values and Ethics: Translate abstract principles into daily operational standards, ensuring that “doing the right thing” is woven into the organisational fabric.
- Standing Alone: Develop the internal fortitude to maintain your position on ethical matters, even when it lacks popular support or consensus.
- Courage (Managerial): Address difficult issues directly and provide honest, even if uncomfortable, feedback to uphold organisational standards.
Supporting libraries
- Positive view of people (Traits): Approach leadership with an inherent belief in the potential and goodness of others, fostering an environment where integrity is the expected norm.
- Work independence (Traits): Leverage your ability to work autonomously to ensure your ethical choices are guided by principles rather than external pressure.
- Decision-making realm (EQ-i): Use your emotional intelligence to manage the pressures that can cloud judgment, ensuring your choices remain objective and ethical.
- Personal calibration (Agility): Maintain a realistic understanding of your own strengths and biases, allowing you to stay true to your values through honest self-assessment.
Continue exploring: Return to the Leadership Library to view the full directory of competencies and resources.