Although certainly the imposition of training can play a role in both changing individual attitudes and behaviors and developing organizational norms (Aguinis & Kraiger, 2009), training should not be viewed as a restorative reaction to destructive behaviors but rather as one element of a suite of interventions that can help prevent sexual harassment and assault, racial discrimination, and other destructive behaviors both in and out of the workplace. Hayes et al. (2020) consider extant approaches to efforts to respond to destructive behaviors and find them wanting, calling for behavioral scientists to focus on better interventions. We suggest that one of the most important interventions behavioral scientists can focus on is the creation and implementation of leadership development programs that both teach leaders the importance of promoting a culture of acceptance, dignity, and respect, and provide them with the tools to actively and deliberately work with followers to inculcate such a culture. Individually and organizationally destructive behaviors do not exist in a vacuum. They are undergirded by social, cultural, and psychological factors, of which organizational culture and climate may be among the most important. The basic assumptions and shared values at the core of organizational culture influence organizational practice and climate, collective attitudes, and, ultimately, individual attitudes and behaviors (Ostroff et al., 2013). We advocate that a culture marked by the basic assumptions (a) that we must accept people as autonomous individuals, (b) that human dignity is the right of autonomous individuals, and (c) that all people should be treated with respect can have a strong influence on reducing destructive behaviors, and that leaders should actively and deliberately support and cultivate such a culture. Leadership has a large positive effect on organizational climate (İşçi et al., 2015), and leaders embed cultural elements into an organization through their attentional priorities, crisis reactions, everyday interactions, and human resources policies (both stated and unstated; Schein, 2010). Put another way, leaders set the tone for what is acceptable and unacceptable conduct. Using the example of sexual harassment (SH) and assault, Sadler and her colleagues have documented how "Officers allowing or initiating sexually demeaning comments or gestures towards female soldiers was associated with a three to four-fold increase in likelihood of rape" (Sadler, Booth, Cook, & Doebbline, 2003, p. 268), whereas when leaders are proactive, set a positive climate, and treat everyone with dignity and respect, then organizations, in turn experienced "lower self-reported frequency of SH, greater satisfaction with the resolution of SH complaints, greater perceived The views expressed in this paper are solely those of the authors and do not necessarily reflect the views of the US Naval Academy, the US Navy, nor of any branch of the federal government of the United States. The authors wish to thank Kelly Welsh, Kevin Mul...