LEADERSHIP ETHICS IN PRACTICE: EMPLOYEES’ EXPERIENCES OF INTEGRITY AND HYPOCRISY IN PUBLIC-SECTOR ORGANIZATIONS IN PAKISTAN

Abstract

This study explores the ethical dimensions of leadership in Pakistan’s public-sector organizations, with a focus on how employees perceive and experience integrity and hypocrisy in leadership practices. It examines the gap between stated ethical values and actual behaviors, highlighting how inconsistencies influence employee trust, motivation, and organizational engagement. Using a qualitative research approach, data was collected through semi-structured interviews and analyzed thematically to identify recurring patterns and themes. The findings reveal that while ethical leadership is recognized and valued in theory, its practical implementation is often undermined by favoritism, selective rule enforcement, and political interference. Organizations that fail to demonstrate ethical consistency risk weakening employee morale and fostering a culture of disengagement. In contrast, efforts to align leadership behavior with ethical principles contribute to stronger internal trust and institutional credibility. The study underscores the need for systemic reforms and employee-centered approaches to promote ethical leadership in the public sector.