Leaders who treat their employees with fairness, honesty and provide frequent and accurate information are considered more effective. According to Robbins and Judge (2014), “trust is a primary attribute associated with leadership, and followers who trust a leader are confident that their rights and interests will not be violated” (p.193). The old General Motor Corporation had eleven different CEOs from 1923 to 2009, each with their own unique leadership style, directing employees toward the organization's goals. Unfortunately, many of the senior managers under the CEO had a tendency to filter out information that didn't match their preconceived notions about a particular issue and lacked upward communication. One of General Motors' consumer goals was to build trust in the company so that people would become repeat customers, but building trust among employees and establishing an ethical culture was not a top priority of the organization. Goal-directed leadership alone is important, but it differs from an ethics-based leadership structure. It is important to note that effective leadership may not be the same as ethical leadership. Corporate expertise must exist, along with personal leadership responsibility in ethical decisions. Within the General Motors organization, ethics and leadership were not interconnected; there were mismatches between the