1. Compare the example of the safety consultant coaching a CEO with the example of Ernst & Young mentoring accountants. How are these development approaches similar and different?
2. Besides coaches or mentors, what other resources could an organization provide to develop ethical employees? Which of these do you think would be most effective, and why?
3. Can an organization "develop" ethical employees, or is it just a matter of hiring people who are already ethical? How much effort should an organization put into developing strengths in the area of ethics?

Ethical leadership is critical for employees in many settings. For example, in an industrial environment, ethical leadership of safety programs puts employees' well-being ahead of short-term cost savings. And in the accounting profession, high ethical standards are essential for preserving the firm's reputation. Therefore, organizations have an interest in developing ethical leaders, who in turn foster ethical behavior among all employees.
Jim Spigener, a safety consultant, recalls working with a chief executive whose son had recently become a civil engineer for a construction company. Spigener asked his client whether he hoped that the construction company's CEO placed the same value on his employees' safety that the client placed on his own employees' safety. The startled client replied that he hoped his son's CEO had higher standards. In this way, Spigener was coaching his CEO client to think about safety in a new, personal way-hoping that the client, in his role as a leader, would begin to express this new understanding to others at the company.