Top leaders model the integrity, intellectual curiosity, work ethic, and emotional intelligence they expect of others.

But that's not enough. Leadership is more than being a leader. Leaders must build, nurture, and, when necessary, amend the cultures of their organizations.

This is especially important when it comes to newsrooms and ethics. Through my Poynter teaching, I have met managers who rightfully pride themselves on their honesty and their ethical decision-making skills. They know what they stand for and what experience has taught them. If ethical decision-making is a battlefield of ideas, values, and alternatives, they see themselves as the commanding officer ≈ issuing the orders.

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But that approach has limitations. Yes, the leader should model courage and wisdom. But when it comes to ethical decision-making, the leader must equip his or her whole army with powerful ammunition. The leader can't always be on duty. Team members shouldn't ground their reasoning in simply "what the boss would want." They must have a shared sense of values and how they are lived in the organization. They should be able to come up with their own good decisions based on those values.

That's what building a culture is all about and why it is a leader's duty. It is why New York Times publisher Arthur O. Sulzberger was wise to tell editors at the ASNE convention to assume they have a Jayson Blair or Jack Kelley in their organizations. Rogue reporters can and do work for outstanding journalists and journalism organizations.

When scandals erupted at their papers, it wasn't because NYT editor Howell Raines or USA Today's Karen Jurgensen were unethical journalists. Faced with tough ethical challenges during their careers, they no doubt made countless good calls. But that's not enough. Internal studies of their organizations pointed up cultural deficiencies that enabled dishonest reporters to deceive their papers and the public for far too long.

Culture is built on values and the systems and behaviors that preserve and perpetuate it.

Here are 10 tips for leaders who want to build and sustain newsroom cultures that value and practice quality ethical decision-making:

1. Make ethical discussion and decision-making a routine part of news meetings; anticipate the ethical challenges that stories may present. At the same time, value the concept of "prosecuting the copy"; expect editors to question facts, ask for verification, and minimize the use of unnamed sources.
2. Recognize the difference between those who ask good questions about ethical challenges or concerns and "story killers." Help people understand the difference between critical thinking skills and simply criticizing. Listen to people who dare to bring bad news to their leaders.
3. Help people identify and use language that encourages "green light" thinking. "How can we tell this challenging story, taking into consideration our ethical concerns?" "What are some good alternatives we could consider?" Language is part of the culture. What words define ethical decision-making in yours?
4. Recognize that strong vocal personalities can intimidate others, and may chill valuable contrarian views. Support and encourage employees to speak up, even if they are introverted, new to the team, or feel they lack the standing. Be wary of the perception or reality that "star performers" in your organization are held to different standards than others.
5. Develop and use written ethics guidelines, but encourage people to use them as part of deeper discussion and decision-making, not as a rulebook. Consistency is not always a virtue. "What we did last time" may not be the best decision for a situation with different dimensions.
6. Always be available to help your team make tough calls, but resist the temptation to do it all yourself. The best leaders build teams that can make sound decisions on their own.
7. Bring other voices - from other news sections, to interns, to the maintenance crew into ethical decision-making. The newsroom benefits from other perspectives and the invited voices become more knowledgeable about journalistic decision-making. Contacting outside experts and seeking advice is a sign of strength, not weakness.
8. Consider ethical decision-making skills when interviewing, hiring, evaluating, and promoting people. Consider it an essential competency; measure it and reward it as you would other talents. Cultures are defined by what they reward and celebrate. They are defined by the stories they tell about themselves, their successes, their failures.
9. Help all staff members understand the importance of sharing ethical decision-making with the people they serve; explain coverage decisions in publications and newscasts; respond to those who contact them with concerns.
10. Remember that written codes of conduct, ethics or practice tell employees what the organization stands for (or won't stand for), but the primary influence on the staff is you, the leader. Your works and deeds set the standards for your team. They watch you and listen to you for the real story of what matters.

As you see, it does come back to you, the leader. You set the standards. But you can't do it alone. Build the standards into your culture. Then it becomes not just "your way" but an organizational way of life.