Responded on this line of thinking a bit further down, so I'll be brief on this. Yes, there's selection bias in organisations as you go up the ladder of power and influence, which selects for various traits (psychopathy being an obvious one).

That being said, there's a side view on this from interactionism that it's not just the traits of the person's modes of behaviour, but their belief in the goal, and their view of the framing of it, which also feeds into this. Research on cult behaviours has a lot of overlap with that.

The culture and the environment, what the mission is seen as, how contextually broad that is and so on all get in to that.

I do a workshop on KPI setting which has overlap here too. In short for that - choose mutually conflicting KPIs which narrow the state space for success, such that attempting to cheat one causes another to fail. Ideally, you want goals for an organisation that push for high levels of upside, with limited downside, and counteracting merits, such that only by meeting all of them do you get to where you want to be. Otherwise it's like drawing a line of a piece of paper, asking someone to place a dot on one side of the line, and being upset that they didn't put it where you wanted it. More lines narrows the field to just the areas where you're prepared to accept success.

That division can also then be used to narrow what you're willing to accept (for good or ill) of people in meeting those goals, but the challenge is that they tend to see meeting all the goals as the goal, not acting in a moral way, because the goals become the target, and decontextualise the importance of everything else.

TL;DR: value setting for positive behaviour and corporate performance is hard.

EDIT: actually this wasn't that short as an answer really. Sorry for that.