The issue to be investigated concerns the empirical data that suggests when a leader's action is considered ethical; leaders are inclined to be more ethical. Essentially, positive reinforcement of any type of behavior will result in that behavior continuing, whether good or bad, especially when it comes to leadership. Caldwell and Clapham (2003) wrote that trustworthiness is the keystone in developing trust. My hypothesis is that the empirical data is correct and that leadership behavior (good or bad) can affect an organization especially when the behavior is positively reinforced. This article examined various topics covered in Caldwell, Hayes, and Long's (2010) article on leadership, trustworthiness, and ethical management. Leadership was the first topic discussed in Caldwell, Hayes, and Long’s (2010) article. A relationship with customers and leadership is essential. Customers have unwritten requirements called expectations, which must be met by a company's management. It is up to a company's leaders to ensure that in meeting these unwritten requirements, they are done in a clear and ethical manner. Caldwell, Hayes, and Long (2010) found that there are three main subsets within the leadership model. The three subsets found were relationship building, resource optimization, and image consulting. Relationship building has been described as the use of emotional intelligence in conjunction with holding leaders and employees accountable for ethics as a core principle. Caldwell et al. (2010) cited Maslyn and Uhl-Bin's (2001) article on leader-member exchange and its dimensions: effects of personal effort and the efforts of others on relationship quality, which found that. ..... middle of article..... .l of Business Ethics, 97(4), 543-561. doi:10.1007/s10551-010-0524-zMayer, R., Davis, J., & Schoorman, F., (1995). An integration model of organizational trust. Academy of Management Review, 20(3), 709-729. Retrieved from http://www.jstor.org/pss/258792 Mitchell, C., & Schaeffer, P., & Nelson, K. (2005). Reward ethical behavior. Workplan, 48(7), 36-39. Retrieved from http://www.tsphr.com/pdfs/rewarding_ethic_behavior.pdfTrevino, L., Brown, M., & Wall, S. (2004). Managing to be ethical: Debunking five myths about business ethics and comments from leaders. The Academy of Management Executives, 18(2), 69-83. Retrieved from http://www.jstor.org/stable/4166063 Selvarajan, R. and Cloninger, P. (2009). The influence of job performance outcomes on ethical evaluations. Emerald Staff Review, 38(4), 398-412. do I:10.1108/00483480910956346