Civil servants play important roles in ensuring the effectiveness and efficiency of public administration whilst executing exemplar leadership qualities within the boundaries of ethics, namely, accountability and integrity. Therefore, to have effective and efficient civil servants, other additional ethical aspects of moral and discipline should be emphasised. As a consequence of being proactive to the problem and weaknesses that arise, governmental financial management, administration, ethical cases management, corruption and fraud, and misuse of power which are prohibited by the rules, regulation and religion will be ameliorated. Unethical behaviour needs to be discouraged and to the extent, eradicated. One apparent method of accomplishing this is to encourage individuals to serve as monitors of corporate behaviour and whistle blow on conduct that we know can be highly destructive to the welfare of thousands of individuals. This paper provides preliminary insights meant to identify the genuine whistleblowers rather than chicken little among civil servants in selected government agencies. In order to find the genuine whistleblowers, the perception of civil servants towards whistleblowing itself and the factors that contribute to whistleblowing which are the organisational support and the organisational policy were focused on. Hence, by knowing the perceptions of civil servants and the factors that contribute to whistleblowing, genuine whistleblowers can be identified against the cowardly ones.