This study explores the emotional implications of superior to subordinate communication on public sector employees by researching whether an employee’s ethical perception of downward openness affects his or her morale. The topic of ideology as an instrument of change provides a historical context of how behavior can be conformed to the philosophy of a strong leader. This is truly important in public sector organizations, where the accomplishment of good governance is often dependent upon the efficiencies gained through effective management of employee behavior. In attainment of this goal, successful public sector management necessitates a fundamental understanding of what drives employee behavior. In this vein, Constructivism seeks to understand why humans are irrational beings, with Behavioralism advancing this theory by establishing a practical solution for evaluating the irrational tendencies of human behavior. Furthermore, Motivation theory seeks to provide additional applicability by theoretically linking intrinsic stimuli with human behavior. Where Motivation theory aids the understanding of the force that guide and maintain goal-oriented behaviors, Ethical theory offers a basis for the moral solutions individuals apply to the difficult situations they encounter in life. Considering these schools of thought and prior research linking low morale within organizational settings to low employee performance, this study examines whether or not public sector organizations concerned with good governance should equally be concerned with effectively managing employee morale. Data collected and analyses conducted for this study explores this relationship. Subsequent findings and conclusions reached emphasize employee perception as an operational mechanism of organizational success.