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356 Journal of the Spanish Institute for Strategic Studies Núm. 9 / 2017 lack of guidance, wrong priorities, lack of means or exaggerated demands can lead to unintended outcomes and deviations from proper conduct. Responsible leaders should help to establish clear codes of conduct based on advice and guidance, to exchange information, to openly study ethical problems with leaders and subordinates. Decisions adopted should be informed upon, exemplary behaviour should be promoted, ethical conduct or breaches should be rewarded or punished at all responsibility levels, and an active attitude towards promoting an ethical climate should be adopted. The implementation of ethical conduct requires the incorporation of personal codes of conduct based on principles, beliefs and universal values. Justice, respect of persons, transparency, participation and sustainability are the pillars for building individual ethical conduct. http://revista.ieee.es/index.php/ieee Justice The notion of justice can vary from one era and culture to another and goes far beyond the mere application of laws and regulations. Justice in its strictest sense is linked to the idea of equality, and its influence in practiced codes of conduct is critical for determining organisational life. It can be seen both in the equity as well as in the implementation of an agreement tailored to the established rights and freedoms. Justice in the context of organisations can be understood as the development of practices that favour fair and impartial treatment among subordinates40 41. Its application, when considering organisational justice, is done through procedural, distributive, interpersonal and informational justice42. Procedural justice refers to the subjective evaluation by members of organisations and institutions of the processes and methods used by the organisation to determine results and rewards43. Distributive justice is related to the balance that results from comparing own effort, contributions and results with those obtained by other people in the organisation. Interpersonal justice refers to the perception of justice in the treatment received by leaders in the different aspects of work. Informational justice is related to the information and explanations that all members of an organisation receive on different events that occur. Corporatism, 40  GREENBERG, Jerald. Looking fair versus being fair: managing impressions of organizational justice. Research in Organizational Behavior, 12, 1990, p. 111-157. 41  TOPA, Gabriela y MORALES, José Francisco. Identificación organizacional y proactividad personal en grupos de trabajo: Un modelo de ecuaciones estructurales. Anales de psicología, 22, 2006, p. 234-242. 42  COLQUITT, Jason. A. and GREENBERG, Jerald. Organizational justice: A fair assessment of the state of the literature. In J. Greenberg (Ed.), Organizational behavior: The state of the science, Mahwah, NJ: Erlbaum, 2003, p. 165–210. 43  MOLINER, Carolina, MARTÍNEZ-TUR, Vicente, Carbonell, S. ¿Cuántas dimensiones tiene la justicia organizacional? Revista de Psicología Social Aplicada, 13, 2003, p. 91-106.

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