I cannot personally point put a unique incident where I have been involved in a situation where the leader was halfhearted in an effort. But I believe it is not hard to imagine such a situation. In our personal and professional life there are people who set the tone to perform a task. If the vary person who is supposed to set the tone is halfhearted, I believe it is not hard to speculate on the unsuccessful completion of the task or event.

Establishing a quality culture requires that all the employees of the organization are aware of what is the part that they have to play. Every individual working at an organization must be aware of the goals and missions of the organization (David L. Goetsch; Stanley B. Davis, 2016, p. 81). In the case that we are discussing, it seems that Merrill, who is well aware of what goals organizational want to achieve by implementing a culture of quality but as he thinks that he is soon going to retire, “he does not need this at this in his life now”. He has lost his personal interest. On the other hand his subordinates follow him to the letter and spirit. His half-heartedness is translated by his subordinates with a different point of view. They have started to believe that the quality management culture is not something useful. It mean that Marrill’s behavior in indirectly deviating his subordinates from the organizational goals.

When I imagine such a situation where a person who I believe to be my leader in achieving any goal is not interested in a certain activity that might be a way to reach the goal. I would simply abandon that activity as being useless. The leader has to let his follower that he is a firm believer about a cause. If he is in doubt, how can the followers be clear?

In a research conducted to assess the outcome of the leader’s ethical and unethical behaviors, Sims and Brinkman (2002) argued that what’s ethical and what’s not is established by the leader’s behavior in an organization. The manner the leader is paying attention to different activities and how he confronts different conflicts rising at the organization leaves a deep impact on the ethical compass of his/her subordinates. This argument leads us to an important factor of ethical decision making. Each organization has rules and regulations at one hand that provide its employees a guide line to function in a certain way. On the other hand the employees have their own ethical guidelines. These ethical guideline motivate the employees to exceed the expectations of the organizational leadership. But what if we can argue that the ethical guidelines are somehow the reflection of the behavior of leader? At this point it becomes pertinent of the leadership to prove to be a model who leads from the front and follow highest standards of ethics.