Without a doubt, top leaders are important for setting the moral tone for an organization (cf., Sims and Brinkmann 2002; Viswesvaran et al. 1998; Zahra et al. 2007). As media reports indicate (e.g., Revell and Burke 2003) unethical top leaders can have tremendous impact on the survival of a company, but small, seemingly insignificant acts of dishonesty performed by immediate supervisors may convey an even more insidious message to the organization’s employees. Supervisors who engage in dirty practices confirm local norm encouraging unethical behavior among immediate reports and most likely for other supervisors of the same rank. Yet, little research has assessed the possibility of differing effects of ethical behavior displayed at top levels of an organization versus that displayed by an immediate supervisor (Davis and Rothstein 2006, Mize et al. 2000; Wiley 1998). We surmise that ethical models at the lower ranks could be as important as those of the top leadership. Indeed, the effects of immediate supervisors on employees may very well more pronounced than top leadership behavior, as immediate supervisors typically control an employee's performance evaluations, promotions, and pay. If that direct supervisor is seen as ethical, we would anticipate favorable employee attitudes toward that supervisor (Dirks and Ferrin 2002) and a greater likelihood that the supervisor could influence the direct report's ethical behavior.