Leadership has been defined as a process of social influence in which one person can join up the encouragement and

support of others in the achievement of a same task. It also stated as a process by which one person influences the thoughts, attitudes, and behaviors of others. Leaders determined a direction for the rest of us; they guide us to see what deception in advance; they help us to think about what we might attain; they inspire us and support us. Without leadership a group of human beings quickly collapses into persuasion and engagement, because we see things in different ways and bend forward different solutions. Leadership helps to direct us in the same direction and tie together our efforts mutually. Leadership is the power to get other people to perform something substantial that they might not otherwise perform and its motivating people toward an objective. Heres an example of leadership by Harley-Davidson. In the 1980s HarleyDavidson was almost knocked out of business by competition from other firms. To survive, it needed to change dramatically. Rich Teerlink, the companys leader, was able to save the firm financially, but with the pressure off, the challenge of continuing to improve seemed even more daunting. He did it by building a different company, one driven from the bottom up by employees rather than from the top down by managers. Its a story of successes and failures, advances and setbacks, dead ends and breakthroughs, ending in a much stronger company than before. (More Than a Motorcycle: The Leadership Journey at Harley-Davidson, Boston: Harvard Business School Press, 2000.) Ethics in leadership are very important within organizational interaction. Business leaders must make decisions that will not only aid them, but also they must concern about how the other people will be affected. (Stansbury, J. (2009). Reasoned Moral Agreement: Applying discourse ethics within organizations. Business Ethics Quarterly. 19(1), pg 3356). The best leaders broadcast their values and their ethics and persuade them in their leadership style and activities. It consists of comprehensive communicating and exact data, where there is a respective, professional, ethical, or legal obligation to do so. (McQueeny, E. (2006). Making Ethics Come Alive. Business Communication Quarterly, 69(2), pg 158-170). When practicing ethics, you get the admiration and veneration of employees, with the satisfaction of knowing you did the right thing. If the leaders never make well-defined of what they want, and expect, then it can bring about suspicion.

Many careers and organizations have build up codes of ethics to direct their unique business situations. By building a code of ethics, an organization makes it transparent that employees and members cannot request unawareness as a defense for unethical conduct. In general, the appropriate position of corporate management in elevating business ethics involves illuminating and implementing expectations, listening to and defer to different views on various issues, performing constantly over time, and set up an environment free from irritation and inequality. A professional code of ethics sets a standard for which each member of the profession can be expected to meet. It is a potential to act in a manner that guards the public's good fortune. A professional code of ethics updates the public what to assume of a company and its employees. For example the Boeing Code of Conduct outlines expected behaviors for all Boeing employees. Boeing will conduct its business fairly, impartially, in an ethical and proper manner, in full compliance with all applicable laws and regulations, and consistent with the Boeing values. In conducting its business, integrity must underlie all company relationships, including those with customers, suppliers, and communities and among employees. The highest standards of ethical business conduct are required of Boeing employees in the performance of their company responsibilities. Employees will not engage in conduct or activity that may raise questions as to the company's honesty, impartiality, reputation or otherwise cause embarrassment to the company. However, there are some leaders do it in unethical way. Why the good leaders do the bad things? When the leaders will do the unethical thing? Unethical leadership appears in a wide variety of forms and happens for a variety of reasons. Sometimes unethical leadership is driven by greed and involves harming others to gain more profit. Some may also happen when leaders fail to take the time to consider the impact of their choices on the many stakeholders involved which decisions with accidental consequences can be just as harmful as deliberately unethical decisions (Linda Fisher Thornton, 2012). Leaders with strong moral values are more likely to act ethically than are leaders who are running with a weak or non-present value system. When faced with challenging decisions, leaders who have not internalized a value system that includes these values will probably respond with more variability than will one who has such a system. It is primarily in the

situation in which the leader does not have an internalized value system that mental gymnastics or mind games may cause an otherwise good person to make unethical decisions ( Charles.D.Kerns, 2003). One of the most famous examples of not having an ethical leader is in the company Enron. Enron Corporation is a gas pipeline company that turned into a huge enterprise. Throughout the late 1990s, Enron was almost universally considered one of the country's most innovative companies, a new-economy maverick that forsook musty, old industries with their cumbersome hard assets in favor of the freewheeling world of ecommerce. The company continued to build power plants and operate gas lines, but it became better known for its unique trading businesses. Besides buying and selling gas and electricity futures, it created whole new markets for such oddball "commodities" as broadcast time for advertisers, weather futures, and Internet bandwidth (Li, Y. (2010). The Case Analysis of the Scandal of Enron. International Journal of Business and Management. 5(10).) In year 2001, the company collapsed due to scandals and bad leadership. Basically, the reason why they failed was due to a set of values that employees had to agree to, but in fact executives were demonstrating a different set of values. Due to this miscommunication of values and other important facts, the company went bankrupt (Papa, M.J., Daniels, T.D., Spiker, B.K.(2008). Organizational Communication: Perspectives and Trends. Los Angeles, CA: SAGE Publications.) A simply conclusion to the Enron case that CEOs will realize that an honest, transparent, and trustworthy culture can also bolster employee morale and ultimately guard shareholder value (Wee, H. Corporate Ethics: Right makes might. Business Week Online).