Truthfulness in business managers: views on perception of integrity, ethical challenges, and strategic responses

Abstract

The study objective is to understand the perception of truthfulness among business managers as practiced in organizations, the critical situations that test their truthfulness, and their responses to such situations. A qualitative approach involving conventional content analysis was adopted to address the research objectives. The results indicate that managers carry a conventional and altered view of truthfulness. While the conventional view encourages them to expect perfection and righteousness in the workplace, the altered view convinces them that small compromises resulting in a gain, lies to avoid interference, and dishonesty in response to non-transparency in management, are acceptable and judicious. Target pressure, coercion to conceal the fact, taking leave, or working from home tested the truthfulness of managers apart from incentives and promotion aspirations. To respond, business managers choose to fight, succumb, or cope by being diplomatic. The study provides meaningful implications for new employee orientation and management education.