In USCJ’s latest poll, 79 leaders across Conservative/Masorti synagogues shared a candid snapshot of how their communities approach leadership ethics. The results are both encouraging and clarifying: many congregations have taken meaningful steps toward establishing ethical frameworks, but just as many reveal gaps in consistency, accountability, and follow-through.
While this survey had 79 respondents and is not representative of the entire movement, it does provide valuable insights into trends among USCJ-affiliated congregations.
A Mixed Landscape: Ethics Policies Exist, But Not Everywhere
Among respondents, 34 reported that their synagogue board has a code of conduct or brit (covenant) of ethical behavior. But nearly as many (28) said their board does not, with an additional 13 unsure whether one exists at all.
Even where policies do exist, they are often limited in scope or visibility. Comments suggest that some codes are narrowly focused (e.g., conflicts of interest), inconsistently applied, or simply not part of the ongoing culture of board leadership.
For staff, the picture is even less developed:
- Only 22 respondents said their staff has a code of conduct
- 29 said no
- 20 don’t know
In one case, a respondent noted that ethical guidelines exist for the religious school, but not for the broader staff, highlighting fragmentation within the same institution.
Accountability Is the Missing Piece
Having an ethics code is only part of the equation. When we asked whether these policies include clear consequences for violations, responses were evenly split.
For boards:
- 19 said yes
- 19 said no
For staff:
- 20 said yes
- 14 said no
This lack of clarity around consequences points to a deeper issue: without defined accountability, ethical expectations risk becoming aspirational rather than actionable.
Policies Aren’t Being Reinforced
Even when ethical guidelines exist, survey responses suggest they are not consistently reviewed or integrated into leadership onboarding and culture.
For boards:
- Only 20 respondents said policies are reviewed regularly
- 13 said they are not
- 9 don’t know
For staff:
- Just 16 said policies are reviewed with new hires or annually
- 13 said policies are rarely reviewed
- 12 don’t know
One respondent captured this gap succinctly: “In theory, we do this. In reality… not so much.”
Ethics Committees Are Rare
Only 3 respondents reported having an ethics committee in place. The overwhelming majority (68) do not. One comment clarified that their governance committee covers ethics, but is not solely dedicated to ethics.
This absence suggests that in most congregations, there is no formal structure to guide ethical decision-making, address concerns, or ensure consistency across leadership transitions.
One commenter added that their synagogue leadership believes “[ethical problems] don’t happen here,” and have delayed creating ethics structures.
What We Heard Between the Lines
The open responses reveal important themes that numbers alone cannot capture:
- Leadership transitions disrupt continuity. Policies and expectations often shift or disappear without clear communication.
- Capacity and expertise are real barriers. Leaders see gaps but don’t always have the time or background to address them.
- There is momentum for change. Several respondents, particularly incoming leaders, expressed a clear intention to build or strengthen ethical frameworks.
A Path Forward
These survey results make one thing clear: there is both need and readiness across our movement to strengthen ethical leadership.
Three immediate opportunities stand out:
- Move from informal norms to formalized standards: Clear, written codes of conduct for both board and staff create shared expectations and reduce ambiguity.
- Pair expectations with accountability: Defining consequences is not about punishment: it’s about integrity, trust, and consistency.
- Build ethics into the rhythm of leadership: Regular review, onboarding integration, and dedicated committees ensure that ethics are not static documents, but living commitments.
The Bottom Line
Ethical leadership doesn’t happen by accident. It requires intention, structure, and ongoing attention.
The good news: across Conservative/Masorti synagogues, leaders are already asking the right questions and recognizing the gaps. With the right tools and shared commitment, this moment can become a turning point toward stronger, more transparent, and more accountable communities.
If your synagogue would like to strengthen your ethics policies or structure, please reach out to Daniel Langenthal, Director of Leadership Development, at [email protected].
