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351 Carlos García-Guiu López Ethical leadership and responsible management... administration and investment models that have shown themselves to be unsustainable following a period of severe economic crisis10 11. Faced with certain abuses and corrupt practices, a need to encourage values, standards and procedures that reinforce the ethical and moral aspects12 of leadership has developed within society. This awareness and demand for moral regeneration within society can be seen reflected in the public’s opinion as demonstrated in the sociological studies developed by the Centre for Sociological Research (CIS). In these studies, corruption and fraud are repeatedly identified as one of the main problems facing Spain (47.1 % of people surveyed in the CIS barometer in June 2015). In recent years, the efforts made by the Spanish state to transform and evolve towards more modern institutions can be seen reflected in the dynamic revision of its legislative regulations and the update of procedures for managerial and administrative leaders (Ruiz-Rico, 2015). The Sustainable Economy Act (Act 2/2011), Access to Public Information and Good Governance Act (Act 19/2013), Law on the exercise of high office in State Administration (Act 3/2015), Joint Administrative Procedures for Public Administrations Act (Act 39/2015), Basic Law Statute of Public Employment (RDL 5/2015) and legislation in the area of equality13 are examples that underpin the development of a new institutional culture. Good governance that should drive the leaders of state organisations include, among others, a series of principles based on discipline, transparency, independence, accountability and sense of duty, impartiality, dialogue with interest groups, ethical commitment, respect for diversity and equal opportunities14. In the field of Social Responsibility, the new Spanish strategy approved in 2014 marked a turning point guiding the future behaviour of public and private organisations in Spain. All administrations, including the military, as organisations, should apply to themselves the same criteria that underpin the social responsibility concept and, in addition, should do so in an exemplary manner. Certain objectives 10  BROWN, Michael E., TREVIÑO, Linda K., HARRISON, David A. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 2005, p. 117–134. 11  MORIANO, Juan Antonio, MOLERO, Fernando y LÉVY MANGIN, Jean-Pierre. Liderazgo auténtico. Concepto y validación del cuestionario ALQ en España. Psicothema, 23, 2011, p. 336-341. 12  Both ethics and morals determine ways of behaving and impose practices, determining what can be considered as correct and incorrect. Although some authors consider philosophy, religion and ideology as foundations for the use of one term or another, in this article both words are used interchangeably. 13  For a better understanding of the legislative question, we recommend the article published in the journal of the Spanish Strategic Studies Institute (IEEE) N°. 6 from 2015 by Catalina Ruiz-Rico Ruiz, entitled The Armed Forces and the Current Model of Social Responsibility. 14  MELLE, Mónica. La responsabilidad social dentro del sector público. Ekonomiaz, 65, 2007, p. 84-106. http://revista.ieee.es/index.php/ieee

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