Abstract
The engineering profession has experienced some ethical cases that were rarely reported, scrutinized, or discussed because: they did not necessarily represent violations of existing codes even if they breached ethical principles; those within the organization were not prepared to take steps to address the issues or impose sanction; an/or some of the personnel associated with these cases resorted to silence to avoid being labeled as trouble-makers in their organizations and, perhaps, more broadly, in society. The goal of this paper is to heighten managerial awareness of ethical issues, interrelated ethical lapses, and appropriate responsive actions within professional engineering communities. As such, the authors reviewed recent well-known professional and organizational ethical cases including impact of leadership role and existing standards, and critically analyzed interrelated literature. The paper’s case studies exemplify that because ethical issues are complex, intricate, and nuanced; bylaws are insufficient for establishing the inclusive culture for handling potential ethical situations. In fact, through what is known as the codification of ethics, it is possible that someone’s conduct can totally fulfill all professional responsibilities but still be unethical. As such, ethical leadership is needed to provide the means for establishing appropriate norms so as to set the proper structures for addressing the diverse ethical matters. Perceptions about the responses of leaders to potential ethical lapses are a critical factor in formulating, changing, and maintaining ethical values at the individual and organizational levels. A leader’s passive attitude toward ethical issues can be the signal for the ignored lapses to become the norm at not only the organizational level but also the society. Guided by the new Code of Ethics by the American Society of Civil Engineers, this paper aims to trigger the proper ethical behavior and expectations for the welfare of the engineering profession both in the present and future.
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Acknowledgements
The authors would like to thank the Editor, Associate Editor, and anonymous peer reviewers for providing constructive feedback that surely helped in honing and strengthening the quality and message of this paper. Along the same token, the authors would like to thank Mr. Ramy Khalef and Mr. Muaz Ahmed—Ph.D. Candidates within the Department of Civil, Architectural, and Environmental Engineering at Missouri University of Science and Technology—for their courtesy in providing second pair of eyes in order to review an earlier more elongated version of this paper in a way that helped in producing the current more focused manuscript.
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El-adaway, I.H., Jennings, M. Professional and Organizational Leadership Role in Ethics Management: Avoiding Reliance on Ethical Codification and Nurturing Ethical Culture. Sci Eng Ethics 28, 33 (2022). https://doi.org/10.1007/s11948-022-00385-2
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DOI: https://doi.org/10.1007/s11948-022-00385-2