DISCUSSION AND CONCLUSION
The Four Component Model of Ethical Action
All the leaders described in this chapter have significantly influenced the
accounting and auditing professions in a positive way.Whether it be through
founding and establishing a public accounting firm (Andersen, Spacek, and
Mason), leading a firm through a time of crisis and building it into a highquality
organization (Flynn), whistle-blowing, and exposing corporate
wrongdoing (Cooper), being an outspoken educator and critic (Briloff), or
serving as a ‘‘watchdog’’ through strong regulation and enforcement (Levitt,
McDonough, Walker), these leaders all have left their mark through their
courageous and tireless efforts to act in the public interest.
Ethical leadership and integrity in public accounting have always been
important, but in the post-SOX era, they have been critical to the viability of
the profession. The scandals of the late 1990s and early 2000s shook up the
capital markets and left some questioning the profession’s value. Many of
the leaders profiled in this chapter can be credited with restoring the public’s
faith in both the financial reporting system and those providing oversight of
the reporting process (i.e., auditors and regulators).
Each of the leaders discussed has exhibited characteristics consistent with
Rest et al.’s (1999) Four Component Model of Ethical Action: moral
sensitivity, moral judgment, moral motivation, and moral character (Table 1).
Moral sensitivity is understanding when a moral dilemma exists. Both
Abe Briloff and Eli Mason spent their careers pointing out the inherent
ethical dilemmas in financial reporting and public accounting, often when
others were unaware of these issues or ignored their importance. Arthur
Levitt highlighted problems with earnings management that many knew
about, but few viewed as anything other than ‘‘good business.’’