Though no mean difference was hypothesized, means for the leader ethics subscales were compared between the samples and were significantly different for both subscales. For the employees of the agency that had endured public scandal, the employees rated their top leaders as significantly less ethical than the participants in the second sample, which included employees from many different organizations. Interestingly, employees of the scandal-ridden agency perceived their own supervisors as more ethical than did the employees from the second sample. Whether this difference is a result of a contrast effect with the agency's top leadership viewed as unethical, or simply an indication that employees are more likely to trust their immediate supervisor with whom they are likely to have a close relationship, is not discernable from these data. The implication of this mean difference, taken together with Brown and Trevino's (2006) review, is that impressions management on the part of top leaders is necessary but not sufficient to convince organizational members that they are ethical. Working with an immediate supervisor gives a definitive assessment of his or her ethical behavior