Bernard Ebbers: A Charismatic And Responsible Business Leader

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According to the Case 3 analysis, Bernard Ebbers was viewed as a charismatic and responsible business leader and most people revere him. His influential figure and role in amalgamating and merging prominent telecommunications company including MCI was instrumental in maintaining a credible trust and accountability amongst key stakeholders. On the outskirts of WorldCom, his leadership style was visionary and was always leaning towards a positive course for the company and the community at large. His deviant behavior started when he started introducing costcutting management measures that were so drastic and obsessive. From replacing expensive bagels with cheap food, coffee suppliers with vending measures, banning color copies, switching off …show more content…
Even though WorldCom was expanding through buying off major telecom companies, Ebbers as its CEO failed to provide the management structures to accommodate these massive changes. His solution to the situation was to keep buying and expanding. He completely ignored the reality facing
WorldCom and forced to supply false and inflated financial reports. His leadership style was based on his self-interest purpose and that was to buy more telecommunication companies and increase his shares within WorldCom. His egocentric and self-interest desires was well observed by his key executives who then took advantage to ensure that they also have their cut. This is a classic example of negative outcomes of social exchange. This was an unethical behavioral style of leadership that has evolved into a chain of reaction by Ebbers upper echelon executives. It is my belief that the styles of leadership displayed by Ebbers would have made it very difficult for his key executives and managers to do their jobs ethically. Had Ebbers and his key managers implemented the necessary
…show more content…
Ebbers ethical leadership behavior and moral reasoning could have positive outcomes if he had followed implemented the characteristics required of a charismatic leader. These characteristics include formulating a strong coalition of team leading within WorldCom, create and communicate a vision that is aligned to the changes experienced, support the vision of employees, create a short-term plan to accommodate the amalgamations and merging of the companies, institutionalizing new approaches that promote interaction and dignity within the company.
Implementing and introducing social learning modeling and social exchange strategies were crucial for Ebbers once he noticed that WorldCom was increasingly becoming complex in terms of its expanded management structures. “A social exchange relationship develops over time with increased trust” (Whitener, Brodt,
Korsgaard, & Werner, 1998). Developing an element of trust and positive ethical behaviors within the internal stakeholders of WorldCom could have potentially enabled Ebbers to accomplish his desired goals for the company to eventually become the leader of telecommunications in the US and the

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