Collins Did Not Understand The Events That Led To The Reason

Collins Did Not Understand The Events That Led To The Reasoning Why An

Collins did not understand the events that led to the reasoning why and actions how Wells Fargo conveyed victories, achievements, and accomplishments. Therefore, Collins was incorrect. Wells Fargo as a company was able to achieve earning because of their successful strategies in profit revenue or turnover for each employee. The Good to Great article brought up that many people were surprised when finding out what made companies successful especially in relation to the leadership (Collins, 2001). Our text states that it is difficult for companies to find good ethical leaders because they tend to be more expensive (Meese & Ortmeier, 2001).

Unethical leadership is sure to bring the downfall of any business; it is impossible to have a successful business if there are unethical practices, the employees are also bound to begin these practices making it difficult for the company to hold their end of their promises to their customers or members. "He who oppresses the poor to make more for himself or who gives to the rich, will only come to poverty" (Proverbs 22:16). Ethical leadership grounded in Christian principles promotes integrity, accountability, and service, which are essential for long-term success (Proverbs 11:3).

Paper For Above instruction

In examining the leadership dynamics within organizations, it is crucial to understand that true success is rooted not only in strategic achievements but also deeply grounded in ethical conduct. The case of Wells Fargo illustrates how effective strategies can result in remarkable financial performance, yet recent scandals reveal that unethical practices can undermine genuine success. Jim Collins' "Good to Great" emphasizes the significance of disciplined people and ethical leadership as fundamental to sustainable greatness (Collins, 2001). Collins notes that many are surprised by what drives company success, often overlooking the importance of leadership character and integrity.

Ethical leadership fosters a culture of transparency and accountability, which is vital for maintaining trust with stakeholders. Conversely, unethical leadership, exemplified by the Wells Fargo account fraud scandal, leads to erosion of trust and eventual downfall. The importance of ethics in leadership aligns with biblical principles, such as Proverbs 11:3, which states, "The integrity of the upright guides them, but the unfaithful are destroyed by their duplicity." As Christians, it is critical to recognize that leadership rooted in biblical ethics not only aligns with God's commandments but also promotes sustainable organizational success.

Furthermore, ethical leadership is often more costly initially but offers long-term benefits that outweigh the short-term gains of unethical practices. The challenge lies in identifying and cultivating leaders who exemplify biblical virtues like humility, honesty, and service (Meese & Ortmeier, 2001). Such virtues are essential for fostering a healthy organizational environment and for reflecting Christ’s teachings in professional settings. Ethical conduct should not be viewed as an optional add-on but as the foundation of all organizational endeavors.

In conclusion, the case studies and literature suggest that ethical leadership grounded in Christian worldview principles is indispensable for enduring success. Corporations like Wells Fargo demonstrate that without integrity, even the most profitable strategies can lead to disillusionment and failure. Therefore, fostering ethical leadership aligned with biblical values is necessary for long-term organizational health and societal good.

References

• Collins, J. (2001). Good to great: Why some companies make the leap and others don't. Harper Collins.
• Meese, E., & Ortmeier, P. (2001). Leadership, ethics, and policing: Challenges for the 21st century. Prentice Hall.
• Proverbs 11:3, Holy Bible, New International Version.
• Proverbs 22:16, Holy Bible, New International Version.
• Kaplan, R., & Norton, D. (2004). The balanced scorecard: Measures that drive performance. Harvard Business Review.
• Houle, C. O. (1980). Leadership strategies for educational organizations. Jossey-Bass.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616.
• Northouse, P. G. (2019). Leadership: Theory and practice. Sage publications.
• Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. Antonakis, A. T. Jacobson, & N. P. Day (Eds.), Leadership: Theory and practice (pp. 302-327). Sage.
• Gini, A. (1999). The ethical dimension of leadership. Combining insights from ethics and psychology. Leadership Quarterly, 10(2), 315-341.