Ethics begin with setting an example, especially for those in positions of authority. This principle applies to more than just political leaders. According to a 2025 survey, 84% of French people say they no longer trust their elected representatives. This loss of trust, fueled by scandals involving political figures like Nicolas Sarkozy, has real consequences, including in the workplace.
Together with Kirk Chang, we conducted a behavioral study to examine the link between the social image of politicians and individual lying. Our research shows that being exposed to political figures perceived as dishonest encourages people to engage in cheating behaviors, even in professional settings.
This article and the accompanying podcast revisit the study and its implications for businesses: how the behavior of leaders -political or professional- influences corporate culture and everyday ethical practices.
Sarkozy and the Impact of Perceived Dishonesty
In 2024, Nicolas Sarkozy was convicted of tax fraud in the Panama Papers case, reinforcing French citizens' skepticism towards their elected officials: 84% consider their political representatives untrustworthy, according to the 2025 Political Trust Barometer.
A study published in Psychological Research reveals that this distrust has subtle consequences. Exposure to political figures perceived as dishonest doubles the rate of cheating among citizens.
In this research, which I conducted with Kirk Chang, we examined how stereotypes linked to political leaders can shape, often unconsciously, our ethical behavior.
Stereotypes and Cognitive Automaticity
Stereotypes are overgeneralized beliefs attributing specific traits to a social group. Their power lies in their ability to:
- Activate mental schemas (e.g., "politician = liar"),
- Guide behavior without explicit awareness,
- Normalize actions by associating them with authority models.
Priming -a key mechanism in this study- refers to the subliminal influence of a stimulus (such as a stereotype) on subsequent actions. For example, participants exposed to words related to old age walk more slowly, or Black American students perform worse on tests after racial stereotypes are reminded.
We know stereotypes related to gender, age, or ethnicity shape our actions. But what about our moral judgments towards political leaders?
Does exposure to political figures who are perceived as dishonest unconsciously activate a norm ("cheating is acceptable") that influences our ethical decisions and encourages fraud?
A Die to Reveal Lies...
Our study uses a modified version of the classic dice-under-cup paradigm. Participants play a dice game where each reported outcome earns them a monetary reward proportional to the number shown (1€ for a "1", 6€ for a "6"). The die is placed inside an opaque cup with a lid that has a hole allowing only the player to see the result. This setup ensures only the participant knows the actual roll, creating an opportunity to lie to maximize earnings.
Statistically, each die face has a theoretical probability of 16.67%. Researchers analyzed discrepancies between reported results and this probability to detect signs of lying. For example, a significantly high frequency of "6" reports is interpreted as cheating.
Priming or Activating Stereotypes...
Priming is a psychological mechanism where exposure to a stimulus influences later behavior unconsciously. In this study, researchers manipulated participants' mental representations before the dice game by asking them to think about specific figures (politicians, religious leaders, members of a particular political party...). The goal was to activate cognitive schemas linked to perceived traits of these groups, thereby influencing their propensity to lie.
Thinking of Politicians Makes Us Lie, and the Politician’s Identity Matters
Through three experiments, our study shows that exposure to political figures perceived as dishonest can prompt individuals to lie, even unconsciously. For example, in a fully honest scenario, participants would report an average gain of €3.50. However, those thinking of a religious figure reported an average of €3.676, while those exposed to the idea of a politician reported €4.057. More specifically, participants primed with François Hollande reported an average gain of €3.888, Jean-François Copé €4.166, and Nicolas Sarkozy €4.805.
These results highlight the decisive role of stereotypes in normalizing or deterring lying. Politicians are often associated with immorality, and this perception seems more related to the leader’s personality than political orientation (those who thought of Sarkozy lied significantly more than those who thought of Hollande).
Practical Lessons: What Companies and Society Can Learn
The study’s findings reveal that exposure to figures perceived as dishonest, such as certain political leaders, can encourage lying behaviors, even unconsciously.
These conclusions offer valuable insights for companies, especially regarding managerial practices and promoting an ethical organizational culture.
Concrete Recommendations Based on These Results:
- Train leaders to set an example: Organizational leaders play a central role in defining behavioral norms within teams. If their behavior is seen as unethical, it can negatively influence their collaborators.
Regular workshops on ethics and social responsibility, moral reminders in management training (e.g., integrity oaths or honor codes), and highlighting concrete examples of ethical leadership in internal communications are advisable. - Create a culture of transparency: Since authority figures influence behavior, a transparent culture can reduce biases and encourage honesty.
This can include verifiable processes to limit fraud opportunities (e.g., random internal audits), public rewards for integrity (bonuses or symbolic recognitions), and fostering environments where mistakes can be reported without fear of negative consequences (a blame-free culture). - Raise awareness of unconscious biases and their impact: Priming often operates without individuals’ awareness, influencing their decisions and actions. Companies should educate employees about these cognitive mechanisms and implement regular surveys to assess ethical perceptions of leaders and adjust practices accordingly.
- Promote positive role models within the organization: The study shows that exposure to figures perceived as honest significantly reduces dishonest behavior. Companies can promote positive role models by publicly recognizing employees who embody company values (integrity, transparency) and inviting external speakers known for their ethical leadership to internal events (conferences, seminars).
- Integrate ethics into HR strategy: Recruitment and evaluation processes should strongly incorporate ethics to prevent dishonest behaviors from becoming normative. Evaluating integrity during recruitment through situational tests and including ethical criteria in annual performance reviews is important. Regular ethical assessments of the organization using available tools are also recommended.
Ethical Leadership for a Healthy Organization
Our study reminds us that leaders’ perceived behavior directly influences their teams, sometimes unconsciously. By investing in training, transparency, and promoting an ethical culture, companies can not only prevent dishonest behaviors but also strengthen trust and cohesion within their teams.
Exemplarity must become a fundamental pillar of organizational leadership to establish an environment where integrity and performance go hand in hand.
The full study is available in open access:
Celse, J., Chang, K. Politicians lie, so do I. Psychological Research 83, 1311–1325 (2019). https://doi.org/10.1007/s00426-017-0954-7
