The Paradox of the Dark Side of Leadership Creativity: Analyzing Creative Pursuits, Ethical Decision-Making, and Organizational Downfalls through the Cases of Charles Ponzi, Kenneth Lay, Jeffrey Skilling, Arthur Andersen, Bernie Madoff, and Bernhard Ebbers

Abstract

This journal focuses on the leadership behaviors, creative strategies, and unethical decisions of individuals such as Charles Ponzi, Kenneth Lay, Jeffrey Skilling, Arthur Andersen, Bernie Madoff, and Bernhard Ebbers. The study aims to understand how leadership creativity can be misused or unethically applied and its implications for organizations. The research design involves a secondary data desk review, analyzing case studies of these individuals to identify patterns and examine the misuse of creativity and subsequent ethical breaches. By exploring the transformation of initially ingenious ideas into detrimental outcomes, the study sheds light on the concept of the “dark side of creativity” and discovers patterns in leadership decisionmaking and characteristics that contributed to the downfall of the leaders and the organization. The research concludes that ethical decision-making is essential to harnessing the positive potential of creativity. It underscores the importance of ethical leadership, transparency, and stakeholder trust for long-term organizational sustainability. By prioritizing ethics and balancing creative pursuits with ethical considerations, leaders can enhance their effectiveness and promote organizational success. This study contributes to our understanding of the relationship between creativity, ethics, and leadership effectiveness. It emphasizes the significance of responsible decision-making and ethical behavior in utilizing creativity for positive organizational outcomes. The findings have implications for organizational practices, highlighting the importance of ethical leadership, transparent governance, and responsible decision-making processes in fostering long-term success and maintaining stakeholder trust.