Written Assignment
Organization leaders have greater influence in transmitting and promoting moral standards, values and ethical behavior in organization. Organization leadership should pay attention to promoting positive moral values and standards, ethical behaviors that help the organization in achieving successful results and outcomes. Ebbers contentious display of destructive unethical deviant behavior set unethical standards and negative moral values for the organization which contributed tremendously to WorldCom financial scandals that resulted in the largest bankruptcy in U.S. history.
According to Murphy & Enderle, 1995 descriptive business ethics literature, executive leaders set the ethical tone at the top of organization and shape
…show more content…
By way of the idealized influence component, Transformational leaders are thought to influence followers to develop a collectivistic orientation rather than a selfish one, to internalize moral values transmitted by the leader (Shamir, House, & Arthur, 1993). In Ebbers case there was no moral values transmitted. Things considered moral values that makes him seem a good leader are unethical because of the motive behind it. Ethical leaders are considered both “moral persons” and “moral managers” (Treviño et al, 2000). According to Treviño & Brown, 2005 “Ethical leaders are thought to be moral persons because they are honest and trustworthy, take good care of their people, and do the right things in both their personal and professional lives. They make decisions based on values and ethical decision rules, and they are fair and concerned about stakeholders’ interests and long-term outcomes”. Ebbers did not display nor demonstrated any of the above characteristics of ethical leaders, he rather displayed unethical characteristics which was not obvious but was later exposed and the outcomes was in different forms of scandals. Yes, Ebbers could have used characteristics of ethical leaders to accomplish a successful results and outcomes …show more content…
(1995). Managerial ethical leadership: Examples do matter. Business Ethics Quarterly, 5, 97–116.
Treviño, L. K., & Nelson, K. A. (2004). Managing business ethics: Straight talk about how to do it right (3rd ed.). Hoboken, NJ: John Wiley.
Dukerich, J. M., Nichols, M. L., Elm, D. R., & Vollrath, D. A. (1990). Moral reasoning in groups: Leaders make a difference. Human Relations, 43, 473–493.
Treviño, L. K., & Brown, M. E., (2005). The Role of Leaders in Influencing Unethical Behavior in the Workplace. 91, 92, 93
Shamir, B., House, R., & Arthur, M. B. (1993). The motivation effects of charismatic leadership: A self-concept based theory. Organization Science, 4, 1–17.
Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42,