The ethics of leadership rests upon three pillars: (1) the moral character of the leader, (2) the ethical values embedded in the leader’s vision, articulation, and program which followers either embrace or reject, and (3) the morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue. Research suggests that successful ethics management depends less on formal ethics programs and more on employees' fairness perceptions, ethical leadership at all levels, and the alignment of multiple formal and informal cultural systems to support ethical conduct. To the extent that Human Resource systems invoke fairness evaluations, Human Resource managers design leadership training, and Human Resource systems help to create and maintain organizational culture, Human Resource professionals must play a key role in ethics management. Research has found that employees' perceptions of fairness are equally or more important than other factors in terms of their influence on ethics-related outcomes. Fair treatment is so important because employees who perceive unfair treatment will rebalance the scales of justice by harming the organization. Employees who perceive fair treatment, on the other hand, will reciprocate by going above and beyond the call of duty to help management (by reporting ethical problems, for example). To ensure that employees feel they are treated fairly, it is important to design Human Resource systems and interventions with perceived fairness as a key goal, with an emphasis on procedural (fair decision making procedures) and interactional (fair interpersonal treatment) fairness. Employees' perceptions of fair treatment should be monitored regularly via employee surveys, and changes should be made based upon the results. Ethical leadership is vital to creating an ethical workforce. It is a myth that