Agency culture is a key control measure, shaped by a consistent tone from the top (which means the messages and the example set by managers in their decisions and their treatment of staff) and an underlying ethos of strong governance, professional standards, and compliance.
ACLEI regards managers and supervisors as the frontline of corruption control. Each one, particularly those who have responsibilities in high corruption-risk environments, has a critical role in raising awareness of corruption risk, fostering a culture of integrity, and helping to detect corrupt conduct.
Managers and supervisors occupy a key position within an organisation’s integrity framework. As individuals, managers and supervisors can have a strong influence on the work cultures of their teams. As a group, managers and supervisors are influential in determining the culture of an agency as a whole. Tone from the top is critical to establish a culture of integrity, but for it to be most effective, managers and supervisors must reinforce integrity messaging with staff.
The tone at the bottom must be aligned with the tone from the top. The more layers of management in an organisation, the greater the risk of incongruities in behaviours and culture, and the greater the risk of senior executives being unaware of serious risks. In this way, managers and supervisors play a critical role in identifying corruption indicators and reporting any concerns. They may be close enough to employees, procedures and processes to be able to identify risks and problematic behaviour, and to model appropriate integrity behaviours.