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"Education is the most powerful weapon which you can use to change the world”
– Nelson Mandela

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Case 14

Case 14

Q 1. What organizational culture and leadership elements within Volkswagen can be blamed for the emissions scandal? Use types of power and leadership in your response.

Q 2. Using Collins' ethical bench-marking elements for ethical leadership (Ch. 9 - pp. 258-259 and Ch. 10 - pp. 289-290), what tactics/strategies should the CEO of Volkswagen adopt to attempt to make sure a scandal like this does not occur again?3. If you were a Volkswagen employee working in the divisions involved, what strategies would/could you have employed to stop the events that promoted the scandal (hint: possible applicable frameworks include GVV, and the article "Being Ethical When the Boss is Not").4. Review the Sustainability link on Volkswagen's corporate website (https://www.volkswagenag.com/en/sustainability.html (Links to an external site.) to see what actions they have taken since the emissions scandal. Summarize at least three of these actions. Do you think these actions are sufficient to turn around their reputation loss due to the emissions scandal? What other actions do you suggest based on your text readings?

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The organizational culture of Volkswagen is bureaucratic and mechanistic and the employees of this particular organization have less autonomy and freedom. It is the higher authority and the managers, who enjoy all of the control. Even they have craved the order and they also want a stability within the organization. Volkswagen has an authoritarian leadership style, therefore, the employees are bound to listen to the managers and cannot take any initiatives for tasks. They do not have the freedom to choose anything for a product. The employees of this company were always in fear to lose their job if there was a failure in the project (Dugar, 2010).