One would have thought that the scandals of Enron and WorldCom several years ago would have been a wake-up call to ethical and integrity issues. And, perhaps for a while it was; but apparently not for long enough. Here we are in the worst economical dilemma since the Great Depression, all because of an ethics-related five letter word—greed. As a result, not only is the business world skeptical and cautious of decisions now being made, but it is revisiting the issues of ethics and integrity as it relates to business relationships going forward. Thus, it is a good time to evaluate the characteristics that demonstrate one's ethical behaviors in business. They are characteristics that seem to be generally prevalent in true leaders; characteristics that, long-term, prove to build lasting, successful business relationships.
A realistic concern for profit and results.
"Realistic," is the key word. They are not driven by money alone or the speed of making it. Instead they are realistic in their expectations and driven by practicality. They will evaluate business moves for their utility and economic return and will be willing to work hard to achieve desired results. They avoid taking short-cuts or making unrealistic promises and recognize that all eventual success comes from riding out the tough times by being prepared to leap forward when there is a turnaround.
A competitive nature, yet never ruthless.
True leaders are extremely practical; they clearly understand the need to be competitive, yet they posses the ability to evaluate each situation to determine how much or little power and control is appropriate to be exercised. Power never equates to total control; rather it is exercised judiciously with discretion and balance.
A strong desire to control their own destiny and to positive influence the destiny of others.
They do not merely focus on controlling their own success, but instead, have a system for championing the things they believe in strongly and for helping others to achieve their own success as well. They truly live from a philosophy that conveys, if you help enough others' achieve their needs, you will also achieve yours.
A hearty resilience.
True leaders accept things without taking them personally or reacting ruthlessly to "get back." They have the resilience to move beyond mistakes, take their hits, pick themselves up, and move forward. This resiliency also gives them the courage to stand up for issues of integrity in which they believe. They understand that life without challenges only makes for lack of innovation and vision.
A genuine caring for people and a desire to help others achieve.
True leaders genuinely value and care about others' and helping others is their primary motivator. The average true leaders is able to relate to people at all levels of the company and to respect each for the contributions that they bring to their individual jobs at their respective levels. They are genuine team players who care about their colleagues and their customers and are not afraid to show it.
Understand that fast birds don't fly far.
While leaders are faced with challenge and competition, they also recognize that to cut corners, to over-promise, and to plan only for the short-term never equates to long-term success. They understand that honesty, consistency and building trust can never be sacrificed for momentary gain.
In an era of uncertainty, where the ethics and integrity of leadership has once again come into question; at a time when sustainability and profitability continues to face growing competitive challenges; and at a time when the shifting of emographics is bringing to the forefront a generation of decision-makers who want honesty and trustworthy relationships, it is time to ensure that one's approach to all business relationships fully demonstrates the characteristics of true leadership and a genuine interest to serve the needs of those that we serve. 
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