Regardless of the nature of the organization, managerial figures will be exposed to certain types or situations where hard ethical-dillema-filled issues will be set on the table. Taking into consideration the strength of the structure models such as Trevino and Nelson (2011), theories do provide an ‘easy to follow’ guide for managers to be able to resolve practical ethical dillemas. The core ethical implications taken into consideration in the most traditional perspectives of ethics can also be found in more managerial-focused models such as the one describred by Osland et al. (2007). Nonetheless, if such theories and models are to be seen only as an in-class training concept, they might as well not be sufficient for managers to learn how to handle their concerns. It is imperative that an effort is made to intentionally transport the lessons into situations as a part or the organization’s daily environment, where managers can have real-life behavioral exposure and can receive not only feedback but a mentorship related to this practical ethical dilemas. This way, following the concepts of social learning previously mentioned, an in-depth ‘know how’ would be most likely ensured, allowing them to navigate with ease through the Ethical Decision Making Theory of Trevino and Nelson (2011): individual perceptions influencing somehow in the process but taking into account all the factors evolving around. Therefore, ensuring a more holistic approach for training would be an interesting approach of research. Furtherly deepening the investigation into the impact this kind of training would have on the perception of right vs. wrong, the individual variables influencing the general definition, and the quality of decision making would be suggested in order to deepen the reccomendations on ‘how’ we teach ethics rather than just focusing on the ‘what’.