The 2022 Corruption Perceptions Index (CPI) was released by Transparency International this week. CPI ranks 180 countries and territories around the world by their perceived levels of public sector corruption. The COVID-19 pandemic, the climate crisis and growing security threats across the globe are fuelling a new wave of uncertainty. In an already unstable world, countries failing to address their corruption problems worsen the effects.

This year’s Corruption Perceptions Index (CPI) reveals that 124 countries have stagnant corruption levels, while the number of countries in decline is increasing. This has the most serious consequences, as global peace is deteriorating and corruption is both a key cause and result of this.
We have all heard the phrase "humble leadership" but what does it mean and how can leaders practice humble leadership? This article compiles the findings of many recent studies and distils them into useful advice how and why to develop a humble leadership style. Key points are that humble leaders improve performance, humble leadership works across cultures and organisations, humble leadership cannot be faked, and leaders have the most to loose.
Organisations spend a great deal of time and money attempting to train people to be more ethical. Are these programs effective in changing behaviour? A recent study of 1.2 million people concluded that yes, ethics training can positively affect conduct in the workplace.
82% of professionals say they'd take a lower-paying job to work for an organisation with more ethical business practices. This is just one of the reasons to offer ethics training for employees. Other reasons include trust and enhanced teamwork among employees, a stronger organisation-wide sense of responsibility for dealing fairly with others, a positive organisational culture with enhanced employee morale, a better brand reputation and the avoidance of costly scandals or litigation.

This article explores the factors that can contribute to acting unethically that can lead the holiday season to be the season in which we fail to live up to our own ethical values. You will recognise many of these concepts as those we have explored during this year.

Applying ethical principles in evaluation is about making fair and just choices relevant to the context, culture of participants and evaluation purpose. In fact, whenever we speak to a person – a participant or stakeholder - as part of an evaluation, we need to think about ethics. This type of thinking ensures that our practice, at a bare minimum, is risk management, and adheres to the fundamental principle of ‘do no harm.’ It also shapes your relationships with participants and stakeholders as one of trust, mutual responsibility and ethical equality.
Human Rights Day 2022 is commemorating the 75th Anniversary of the Universal Declaration of Human Rights. The Universal Declaration of Human Rights consists of a preamble and 30 articles that set out a broad range of fundamental human rights and freedoms to which all of us, everywhere around the world, are entitled. It guarantees our rights without distinction of nationality, place of residence, gender, national or ethnic origin, religion, language, or any other status.
Moral equilibrium is the idea that most people keep a running mental scoreboard where they compare their self-image as a good person with what they actually do.
When we do something inconsistent with our positive self-image, we naturally feel a deficit on the good side of our scoreboard. Then, we will often actively look for an opportunity to do something good to bring things back into equilibrium. This is called moral compensation.
Conversely, when we have done something honourable, we feel a surplus on the good side of our mental scoreboard. Then, we may then give ourselves permission not to live up to our own ethical standards. This is called moral licensing.
Some leaders are uncomfortable with the idea of publicly "setting an example" in ethical behaviour. All too familiar with their own weaknesses and shortcomings, they worry about placing themselves on a pedestal. Some even wonder if it is prideful or even a little arrogant to hold oneself up as an example. Couldn't too much talk about one's ethics even make followers stressed out, suspicious, or resentful?
A new study offers guidance that can help leaders navigate this difficult terrain. It reveals that the process of influencing others to behave more ethically isn't about ostentatiously displaying ethical perfection. In fact, the study shows that remaining humble about your own morality can actually serve as an asset in encouraging moral behaviour in others.
When a reward is tempting enough, people will break their own moral codes to gain the desired prize. Afterward, they will justify their decisions using a rationalising process called “moral disengagement”. People are self-interested, but we don’t like to face that about ourselves because we also have a strong need to see ourselves as good people, they argue, so we unintentionally, and quite effortlessly, use a series of cognitive maneuvers to justify self-interested choices that don’t align with who we say we want to be or what we want others to think about us.