01366pab a2200169 454500 180718b2005 xxu||||| |||| 00| 0 eng d Miller, Gerald J. et al. How financial managers deal with ethical stress 2005 p.301-312. May-Jun This article explores the way public-sector financial managers cope with ethical challenges created by undue political pressure and demands for special treatment. A nationwide survey of financial managers revealed that fiscal stress exacerbates ethical pressure for most financial managers, including chief financial officers (CFOs) and those who report to CFOs. Financial managers do not work in an ethical vacuum; they respond to supervisors who encourage ethical action and to coworkers who demonstrate high standards of personal integrity. Supervisors of CFOs who emphasize political responsiveness in employee evaluations can threaten the ethical behavior of CFOs, while timely feedback can mitigate ethical press ure. In turn, CFOS as supervisors can temper the harsh work environment in fiscally stressed times by encouraging ethical action and by giving adequate feedback to those who report to them. - Reproduced. Occupational diseases Financial management Public Administration Review 65792 65792 65792 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 65, Issue no: 3 AR66244 2018-07-19 2018-07-19 AR