FIFA’s President: Bad Judgment under the Subterfuge of Miscommunication

In the 1990s, I asked the CEO of ATT whether there is not a conflict of interest in him being chairman of the board tasked with holding the corporation’s management accountable. “The buck stops here,” Armstrong replied as the dean of Yale’s business school looked on, uncomfortably. Fortunately, I was a student in another school at Yale at the time. Fast forward to 2026. The board of FIFA backed up its president, Gianni Infantino in spite of the fact that he had overruled a red-card to favor the U.S. team in that year’s World Cup and then he proposed selling a minority share of FIFA to private investors—a plan that was almost universally viewed by the regional football (soccer) associations as selling out the world’s game to private financial interests so they might profit from the non-profit international organization. FIFA had Infantino’s back, which prompted regional associations, namely UEFA, CONCACAF, and AFC to publicly raise a red flag concerning the very credibility of Infantino for having tried to sell out a minority financial interest in FIFA. Albeit sheer speculation, given U.S. President Trump’s interest in financial transactions in relation to his political office, and Infantino’s having acquiesced to Trump’s request that the one-game suspension from a red card against a player on the U.S. team be revoked, I wonder whether the two men hatched the idea of selling off a minority stake in FIFA to private investors, which might have included Trump himself, his family members, and even the Trump Organization. Such is the nature of collusion in what James Burns refers to in his text, Leadership, as transactional, as distinct from transformational, leadership.

The full essay is at "FIFA's President."

Hindu Dharmic Leadership

At Harvard’s Bhukti Yoga Conference in 2025, Ed Anobah spoke on dharma (right-acting) leadership as a means of making progress in solving societal problems using Hinduism’s spiritual tradition of bhukti (devotionalism).  Anobah based his talk on the book, Leadership for an Age of Higher Consciousness by D. T. Swami. In the Bhagavad-Gita, Krishna says that what great people do, other people follow. What constitutes healthy, impactful leadership? The ideal leader in Hinduism is also a great sage, like Plato’s notion of a philosopher king. Leadership that deals wholistically with the human condition by exemplifies the character of a leader, which does not mean that only highly educated persons can or should be leaders. Rather, “everyone is a leader,” potentially, and “we are all leading our own life.” Each of us is a leader potentially for other people on the interpersonal level. Each of us can inspire other people. Anobah claimed that certain universal principles of leadership can apply across the board. I submit that this view is vulnerable to being too utopian when it is applied in the business world. Being realistic as to possible practical difficulties and even limitations in applying dharmic leadership in business (and government) is advisable. Even there being different metaphysical assumptions can get in the way, practically speaking, as compassionate leadership runs up against the profit-motive in business. 

The full essay is at "Hindu Dharmic Leadership." 

Jimmy Carter: A Post-Presidential Leader

The linking of leadership with a position, whether atop a government or a corporation, is so well established that it is easy for us to overlook U.S. President Carter as a leader because he was such a micromanager while in office. Carter’s steady leadership by example, and thus by acting as a symbol, began after he had lost re-election. Nelson Mandela of South Africa had led as a symbol in civil rights before he was elected president, and Gandhi effectively exercised ethical political, moral and religious leadership without holding any office. The reductionism or, at the very least, the mere association of leadership with holding an office biases how we evaluate leaders, as distinct from governors.  

The full essay is at "Jimmy Carter."

Starbucks: A Racist Company Against Racism

In June, 2023, Starbucks had to face a unanimous jury decision in favor of a regional manager whom Starbucks' upper management had fired because she had resisted the company's racist policy of punishing innocent Caucasian managers for good public relations, which the CEO felt was needed and appropriate after a store manager had legitimately called the police on two Black people in a Starbucks restaurant who presumed the right not only to sit in a restaurant without ordering anything (before Starbucks allowed this),  but also to ignore the authority of the store's manager. Starbucks cowered to the unjust negative publicity, and thus showed a lack of leadership, and went on to act unethically in wanting to show the world that the company can go after Caucasian employees. This racism is ironic, for several years earlier, Starbucks' CEO had ordered employees at the store level to discuss racism with customers. Interestingly, the anti-racist ideology being preached was partial, and thus contained a blind spot wherein racism such as the company's upper management would exhibit is acceptable. 

The full essay is at "Starbucks"

See also: Bucking Starbucks’ Star

Integrity in Ethical Leadership

In the late twentieth century, many leadership scholars explored the link between ethics and leadership. The ethical component was portrayed not only as adherence to particular principles, but also as character giving rise to virtue ethics and integrity. Unfortunately, neither character nor integrity are leadership skills; hence our topic goes beyond the apparently easy fix of training. This puts the emphasis on the hiring process, which can be dominated by positional experience and a candidate’s vision for the organization. Upper-echelon leadership, such as of a business, government, religious organization, or university, involves the articulation of a broad vision that can include even societal norms and values.  Steve Jobs’ vision, for instance, was of a society in which communications would be done entirely differently. Although ethical principles and virtues were not salient in his vision, any head of an organization can highlight ethical principles in his or her vision.[1] Having such an emphasis and a societal-transformational vision can both resonate with people whose interests go beyond organizational effectiveness. Such visions are fun. My focus here is on integrity in ethical leadership, whether virtues or ethical principles are salient in the vision. Of particular difficulty is determining whether integrity has ethical content or is merely consistency between word and action. I contend that if integrity is interpreted as only the consistency, the ethical leadership may not really be ethical.

The full essay is at "Integrity in Ethical Leadership."

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1. P. Madsen, “Managing Ethics,” Executive Excellence 7, no. 12 (1990): 11-12.

Weak Corporate Governance at UBS Amid a $2.3 Billion Trading Loss in 2011

UBS chief executive Oswald Gruebel resigned on September 24, 2011 over the $2.3 billion trading loss by one of the Swiss bank’s traders, Kweku Adoboli. Kaspar Villiger, UBS's president, said the board regretted Gruebel's decision but had decided to accept it. "Oswald Gruebel feels that it is his duty to assume responsibility for the recent unauthorized trading incident," Villiger was quoted as saying in the statement. "It is testimony to his uncompromising principles and integrity."[1] In presumably not pushing for the CEO’s resignation because of the magnitude in the lapse of risk management in the system, the bank’s board of directors did not take the initiative in holding the management accountable. Accordingly, shareholders have reason to be concerned about the protection of their owner’s equity, at least in terms of corporate governance providing accountability on the management. The culprit may be corporate governance itself, which as structured may proffer too much power to the CEO.

The full essay is at "Weak Governance at UBS."

1. “UBS CEO Oswald Gruebel Resigns Over Rogue Trading Loss,” The Huffington Post, September 24, 2011. 

Holding the U.S. Debt-Ceiling Hostage: A Case of Political Expediency over Statesmanship

In April of 2011, S & P lowered expectations on U.S. Government debt from “stable” to “negative.”  Astonishing, the $14.2 trillion U.S. debt was still rated as AAA. The shift in expectations did not trigger higher borrowing costs because the market presumed that a political deal lowering the deficit would be facilitated by the warning-call. At the same time, Congress and the U.S. president were grappling with the need to extend the federal debt ceiling. The federal government was projected at the time to reach its borrowing limit by May 16, 2011, though the Treasury secretary, Tim Geithner, said he could use accounting options to push the date back to July 8. He assured the public that Republicans in Congress had told President Obama that they would go along with a higher limit. “I want to make it perfectly clear that Congress will raise the debt ceiling,” the Geithner said.  He also said the Republican leaders had assured the president that they “couldn’t play around with the government’s credit rating. They recognize it, and they told the president that.”[1] Such a recognition and statement by the Republican leadership, if true, would evince statesmanship over political expediency, for Republican lawmakers could have leveraged their votes on raising the ceiling to get more in negotiations on the budget. This would be particularly notable considering that appropriations to keep the U.S. Government's non-essential operations going were pawns in a Congressional-presidential power-struggle during the Trump administration. 

The full essay is at "Political Expediency  vs. Statesmanship."

1, “Geithner Confident Congress Will Raise Borrowing Limit,” USA Today, April 18, 2011, p. 6A.

Self-Delusion Enabled by Religion: Former U.S. House Minority Leader Tom Delay and Monopolist John D. Rockefeller

It is hardly news that religion, even one based on divine love reaching down to “love thy neighbor,” can be stretched or simply ignored as needed by the desires for power and money. When these two are both engaged, religious rationales may be attempted nonetheless. I have in mind here the cases of former U.S. House Majority Leader Tom DeLay (R-TX) and the monopolist John D. Rockefeller. Just in evoking their Christian faith to justify their sordid conduct in politics and business, respectively, these two men may be seen as astounding cases of the length to which adherents can go in using religion even in spite of obvious hypocrisy.

The full essay is at "Self-Delusion Enabled by Religion."

Enabling Non-Empathetic Leaders: The Case of Paterno at Penn State University

In January 2011, the illustrious football coach at Penn State University, Joe Paterno, learned that prosecutors were investigating his longstanding assistant coach, Jerry Sandusky, for sexually assaulting young boys in the football team’s locker room. Paterno even testified before a grand jury on the matter that month. He had been informed of the rapes back in 1998, yet he had kept the pedophile on even though additional boys would be at risk in doing so. 

That same month—January 2011—Paterno also began negotiating to amend his contract that would not expire until the end of 2012. By August 2011, Paterno and the president of Penn State reached an agreement in spite of the fact that both were by then embroiled in the Sandusky investigation. “Paterno was to be paid $3 million at the end of the 2011 season if he agreed it would be his last. Interest-free loans totaling $350,000 that the university had made to Mr. Paterno over the years would be forgiven as part of the retirement package. He would also have the use of the university’s private plane and a luxury box at Beaver Stadium for him and his family to use over the next 25 years.” 

The university’s board was kept in the dark. Directors who raised questions were “quickly shut down.” In the end, the board gave the family virtually everything it wanted. The board even threw in free use of specialized hydrotherapy message equipment at the university for Paterno’s wife. In other words, Paterno (and his surviving family, following his death in January 2012) got an even better deal as the scandal came to include Paterno himself.

 Joe Paterno, head football coach at Penn State, viewed by a student as "Pa" in PA        Matt Rourke/AP

The full essay is at "Enabling Non-Empathetic Leaders."

Nissan's CEO Caught in the Crosshairs of Business and Society in Japan

Ordinarily, courses that include business & society (with business & government, and business ethics material also included as if the three fields were somehow one) have been relegated to the periphery in American business schools. Perhaps the business sector and its sycophantic deans have simply assumed that little actual cost comes from business managements deviating from societal norms and values. Admittedly, such a schism decreases reputational capital, a long-term intangible asset. Even so, the long-term-oriented and intangible can manifest as immediate jolts to such capital, with actual, measurable financial costs kicking in. They are triggered by news-worthy incidents in which a company or even one high-level manager, such as a CEO, are perceived societally as being in the wrong. The general perception of wrongness in turn depends on how far a company or manager have deviated from societal norms and values. Crucially but typically ignored, even though societal norms and values can absorb certain ethical principles or theories, business ethics is a distinct field because reasoning from or to ethical principles or theories lies at the core there. That is, no philosophical reasoning is involved in business & society; rather, the norms/values of a business sector, industry, or company are compared or contrasted with relevant societal norms and values. In this essay, I analyze the case of Carlos Ghosn, who was CEO of Nissan, Renault, and Mitsubishi on November 19, 2018 when he was arrested “on allegations that for years he had withheld millions of dollars in income from Nissan’s financial filings.”[1]

The full essay is at "Nissan's CEO in Japan."

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1. Amy Chozick and Motoko Rich, “The Rise and Fall of Carlos Ghosn,” The New York Times, December 30, 2018.

Business and Religion: Financial Ethics Found Lacking in the Vatican's Institute of Religious Works

In probing corruption leads in the Vatican Bank, Italian financial police stumbled onto a plot in July 2012 to smuggle €20 million into Italy. The alleged culprits included a monsignor, a financial broker, and a former member of Italy’s secret service. For his part, the cleric was said to have had people pretend to give him donations of €560,000 so he could furtively pay the financial broker for his role. Crime, Italian politics, and the Vatican Bank: hardly a novel discordant tune even then. That not just any bank, but that of a church, could stray so far from what would reasonably be expected from a bank whose formal name is the Institute of Religious Works still boggles the mind. Even so, the intersection of ethics, religion and business is fraught with complexity.  A religious verdict from ethical premises is possible nevertheless.

The full essay is at "Business Ethics in the Vatican."

The Essence of Leadership

According to DePree (1989, p.19), the first responsibility of a leader is to define reality. This might seem metaphysically esoteric, but I believe DePree hit the nail on the head. Even though far less has been written in leadership research about the importance of viewing reality and interpreting it than about traits, styles and situational factors, defining reality is the fundamental task distinguishing leadership as a phenomenon (Caldwell, Bischoff & Karri, 2002, p. 153).

 Material from this essay has been incorporated into The Essence of Leadership: A Cross-Cultural Foundation, which is available at Amazon. 

Sources:

Caldwell, C, S.J. Bischoff, and R. Karri: 2002, “The Four Umpires: A Paradigm for Ethical Leadership,” Journal of Business Ethics 36, 153-163.

De Pree, M.: 1989, Leadership Is an Art (Doubleday: NY).

Saving the Fisheries: Greenpeace Praised Safeway for its Ethical and Stately Leadership

In April 2011, Greenpeace gave fifteen supermarket chains a passing grade; five others failed. Surprisingly, Safeway came out on top, above even Whole Foods. Safeway pledged to stop selling Chilean sea bass (Patagonian toothfish) because current fishing levels are unsustainable. Furthermore, the grocer called on governing bodies to declare the area in the southern Antarctic where the bass is fished a marine reserve. According to Casson Trenor of Greenpeace, such an act of “corporate marine activism” had “never been done before.” Safeway also discontinued the sale of orange mughy, which is unsustainably being fished in the deep sea off New Zealand.  In fact, the company stopped adding red-list species to its inventory.


The full essay is at "GreenpeacePraised Safeway."

Servant Leadership Christianized: Self-Effacing Love in Business

Although servanthood is a very important biblical concept for leadership, according to Richard Higginson, the role of servant “is not reserved only for those who are leaders. Christians in general are “servants of God” and are expected to serve other people.”[1] Moreover, to be ethical in a servant style is not distinctly Christian; leaders who are not Christian can nonetheless operate as servants. The term servant does not in itself have a religious connotation. Yet under theological auspices, a distinctly theological sense of servant leadership can be understood and practiced. I contend that such servant leadership is something more than the notion that has been popularized.

The complete essay is at “Christianized Ethical Leadership.”

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[1] Richard Higginson, Transforming Leadership: A Christian Approach to Management (SPEK: London, 1996), p. 48.

Ethical Leadership: Pruning Off the Debris

As business practitioners grapple with the intangible yet potentially valuable notion of ethical leadership, it is left to scholars to assess whether those practitioners are “coloring within the lines.” It is admittedly all too easy to draw in exogenous material that is pleasing to the eye; it is all too easy to deem such material required for ethical leadership rather than ballast weighing it down, unnecessarily. One business practitioner characterizes ethical leadership as that which “inspires the behaviors in people necessary to create competitive advantage.” As achieving a sustainable competitive advantage is the task of strategy, inspiration alone can be extracted as that which is particular to leadership. Strategy is what is left once one has extracted inspiration from the characterization.

Material from this essay has been incorporated in The Essence of Leadership, which is available at Amazon.

Toward a Theory of Ethical Leadership: Beyond the Ideologies

Constructing an accurate ethical-leadership concept that is not over-extended by one’s ideological agenda ought to begin with defining leadership itself. That is to say, more attention should be paid to thinking about what leadership is. Beyond its attributes and any contextual artifacts, leadership itself must be identified as a distinct phenomenon before we can go on to highlight the ethical dimension that completes “ethical leadership.” Then what counts as the ethical dimension of leadership can be clipped back to that which is implied in the definition of leadership, which in turn is entailed in the essence of the phenomenon.

Often overlooked, what is leadership?    Image Source: Gaebler.com

Material from this essay has been incorporated in The Essence of Leadership, which is available at Amazon.

On the Nature of Principled Leadership

What is principled leadership? Simply whatever a leader decides? Or even worse, believes? If so, does the content shift with the sands from one leader to the next? This would seem to invalidate any means of comparing one leader's rendition from another. That it to say, leaving the "filling in the blank" to any leader who wants to be principled opens the door to leadership by convenience under the cover, or subterfuge, of ethics as a means of self-restraint. Ironically, do-it-yourself principled leadership may actually be unethical. So it is vital that we ask ourselves, is a durable definition even possible?

Kant claims that principles that can be universalized without contradiction should be universalized. (Image Source: builddiscipline.com)

The full essay is at "Principled Leadership."

Non-Positional Leadership: A Matter of Charisma?

The concept of non-positional leadership is typically associated with charismatic leadership.[1] The Hebrew prophets are a case in point, as none had any formal civic position.  To be sure, a non-positioned leader need not be charismatic; such a leader can be effective in utilizing persuasion to get his or her position (i.e., "vision") sufficiently adopted by followers to become the default.  Obviously, a positioned official, whether in the upper echelons of a large corporation, government, or religious institution, need not “stoop” to persuasion; power from authority can be sufficient for an official's will to be done. However, does that evince leadership or simply raw power?

Gandhi epitomized non-positional leadership. He never held a formal office in religion or government. Is the strength of non-positional leadership necessarily moral?  Image Source: Idleindia.com

The entire essay can be found at "Non-Positional Leadership."

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1. On “non-positional” leadership, see David Burkus, http://theleaderlab.org/

Ethical Leadership in the Roman Catholic Church: The Case of the Chilean Abuse Scandal

Leaders taking an ethical stance, even en masse, may find themselves risking their very positions, including the associated perks. In May, 2018, “all Chile’s 34 [Roman Catholic] bishops offered to resign en masse . . . after attending a crisis meeting with [Pope Francis] over allegations of a cover-up of sexual abuse” in the South American state.[1] The pope could have accepted all of those resignations. Instead, he accepted the resignations of three Chilean bishops, including Juan Barros of Osorno, Cristian Cordero, and Gonzalo Garcia, a month later. The ethical leadership, I submit, was not evinced in the pope’s decision to get rid of the three sordid clerics, but, rather, in the other bishops who had been willing to take a stand even at great personal loss. Indeed, the pope admitted he had made “grave mistakes” in the Chilean sexual abuse scandal. Had he been guilty of protecting his friends?

The full essay is at "Christian Leadership." 

See: Christianized Ethical Leadership, available at Amazon

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[1] Reuters, “Pope Francis Accepts Resignation of 3 Chilean Bishops Following Sex Abuse Scandals,” The Huffington Post, June 11, 2018.

Mark Zuckerberg: Facebook’s Unjust Strategic Leader in a Crisis

Mark Zuckerberg, founder and CEO of Facebook (and Instagram) “remained silent” during the two days after the data-breach scandal broke in March, 2018 as E.U. and U.S. lawmakers “pummeled Facebook and its stock price” dropped 9 percent.[1] The company lost $50 billion in market value in just those two days![2] Beyond the self-interested investors and the demoralized employees, the company’s 2 billion users—the suppliers of the raw content (to be mined as well as shared)—and the world (i.e., societal level) looked for ethical (i.e., atoning as well as protective) leadership from the company’s CEO. To be just, I submit, the leadership could not have been a mere reflection of Zuckerberg’s or Facebook’s immediate self-interests.

The full essay is at "Leadership Lacking at Facebook."

Employees look for leadership in the midst of a demoralizing crisis. (USA Today)

See the essay, "Facebook: A Distrustful Company."

See also the booklet, Taking the Face off Facebook

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1. Jessica Guynn, “As Facebook Reels from ‘Catastrophic Moment’ in Cambridge Analytica Crisis,” Mark Zuckerberg Is Silent,” USA Today, March 21, 2018.

2. Kevin Roose and Sheera Frenkel, “Missing From Facebook’s Crisis: Mark Zuckerberg,” The New York Times, March 21, 2018.