PEOPLE.IDEAS.PERFORMANCE

95 plan is overseen by the Institute of Integrity Malaysia (IIM). The National Integrity Plan objective is to support the Vision 2020 aim of ‘establishing a fully moral and ethical society with the highest ethical stan dards’. Several other initiatives relevant to the NIP is the introduction of the Public Service Ethos. Ethos is defined as a way of life that includes a set of values held by the individual, together with organizational processes and procedures that shape, and are shaped by those values (Rayner, Williams et al. 2010).The current administrative reforms in the Malaysian government have taken adopted ‘Transformation’ as a new term to direct changes. In its transformation efforts, the Government Transformation Program (GTP) is focusing on achieving 5 National Key Result Areas (NKRA). One of the NKRA is bribery prevention. Following this particular NKRA aim and the Prime Minister Directive No. 1, 2009, all government departments must establish their own Compliance Unit or Integrity Unit. An integrity unit is unit acting as a focal point to manage all ethical related issues in public agencies. It oversees supervising governance, strengthening of integrity, detecting and validating, managing complaints, compliance and discipline (JPA 2013). &21&/86,21 Acculturations of individual ethics and integrity should go through a process of life. It involves the role of various public institutions such as family, education and mass media. Enculturation of ethics and integrity within the organization, the need for leadership to act as role model while the other members to disclose their code in action. The organizations also need to have goals that are easy understood and realistically shared by members. It must have good systems and procedures for the smooth execution of his duties in an efficient, organized and accurate as well as a system of quality control, monitoring, reward and punishment. Ethics and integrity must be followed as outlined in the last one is responsible to his god. 5()(5(1&(6 Daft R. L., 2011, Leadership Experience 5th Edition, p.147 Mahsud R., Yulk G. & Prussia G., 2010, Leader empathy, ethical leadership and relation-oriented behaviors as antecedents of lender-member exchange quality , Journal of Managerial Psychology, vol. 25, no. 6, p. 561-577. McNeese-Smith D. K., 1999, The relationship between managerial motivation, leadership, nurse outcomes and patient satisfaction , Journal of Organizational Behavior, vol. 20, p. 243-259 Piccolo R. F., Greenbaum R., Den Hartog D. N. & Folger R., 2010, The Relationship Between Ethical Leadership And Core Characteristic , Journal Of Organization Behavior, vol. 31, p. 259-278 Svensson G. & Wood G., 2004, Codes of ethics best practices in the Swedish public sector: A PUBSEC-Scale , The International Journal of Public Sector Management, vol.17, no. 2, p. 178-195. Taylor R. L. & Rosenbach W. E., 2006, Contemporary Issues In Leadership , West View Press. Wart M. V., 2003, Public-Sector Leadership Theory: An Assessment , Public Administration Review (March/April 2003), vol. 63, no. 2.