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Although the Ethics Resource Center conveyed, as of 2013, that 41% of employees reported having witnessed misconduct in the workplace—down from 45% in 2011—this percentage remains alarmingly significant (McGregor, 2014). In fact, these statistics seem to indicate an ongoing need to continue to strengthen commitment to ethical business practice. Business professionals and scholars need to know how to face ethical dilemmas and make sound ethical decisions. As a DBA independent scholar and global change agent, you should have a basic understanding of various ethical frameworks and understand how these frameworks influence real-world business decisions. Northouse (2016) stated, “Ethical theories that deal with the conduct of leaders are in turn divided into two kinds: theories that stress the consequences of leaders’ actions and those that emphasize the duty or rules governing leaders’ actions” (p. 333). Business leaders apply their ethical values daily for decision making in business. Understanding and analyzing various ethical frameworks can help you as you work to solve ethical dilemmas.To prepare for this Discussion, consider Case 13.2, “How Safe Is Safe?” on pages 351–352 of Northouse (2016) and review the Albert, Reynolds, and Turan (2015), Lawton and Páez (2015), Hoover and Pepper (2015), and Gustafson (2013) articles provided in this week’s Learning Resources.By Day 3Post your application of ethical frameworks to the ethical dilemma posed in the case study. In your application, do the following:Justify your proposed solution, and explain the reasoning you used to arrive at your solution. Incorporate the justifications you provided in response to the Case 13.2. Apply the ethical framework(s) outlined in the Learning Resources or in other scholarly literature that aligns with your reasoning. Explain how your reasoning aligns with those frameworks. Be sure to support your work with a minimum of two specific citations from this week’s Learning Resources and one or more additional scholarly sources.Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.Chapter 13, “Leadership Ethics” (pp. 329–362)Albert, L., Reynolds, S., & Turan, B. (2015). Turning inward or focusing out? Navigating theories of interpersonal and ethical cognitions to understand ethical decision-making. Journal of Business Ethics, 130(2), 467–484. doi:10.1007/s10551-014-2236-2Gustafson, A. (2013). In defense of a utilitarian business ethic. Business & Society Review (00453609), 118(3), 325–360. doi:10.1111/basr.12013