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Case Study 8.2 – the Looting of Bell

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Case Study 8.2 – The Looting of Bell, California
Question #1: What signs of bad leadership do you note in this case? How much blame should Bell residents receive for the misbehavior of their leaders? Multiple signs of bad leadership behaviors were present in this case study. In summary, Robert Rizzo is an intemperate, callous, corrupt, and insular bad leader. He is intemperate, “lacking self-control and enabled by followers who don’t want to intervene or can’t, (Johnson, 2012, p. 248) because he didn’t know when to stop; he just kept taking and taking from the city. Rizzo started with writing his own employment contracts, giving himself raises and falsifying documents to hide salary information. Then, he was awarding city contracts to his friends and making unauthorized loans to himself and other city officials. Last, but certainly not the least, even after he was removed from office, and taken away in handcuffs, “Rizzo is in line to receive the highest pension of any official in California” (Johnson, 2012, p. 266). Rizzo was callous, uncaring about the needs of his followers (p. 248) and corrupt, lied cheated, and stole (p. 249) from the city and the city’s occupants. Interestingly enough, the people within Rizzo’s circle were insular, a clear boundary between the welfare of his immediate group and that of the outsiders (p. 249). Los Angeles County attorney, Steve Cooley was right in calling the looting of Bell, “corruption on steroids”.
Question #2: What ethical challenges of leadership did Bell city officials fail to meet? Power, privilege, responsibility, and information management ethically challenged the city officials of Bell. Power and privilege generally go hand-in-hand (p. 241) and Rizzo and his circle of took advantage of their power as city officials and abused it. They took privileges in giving themselves raises, falsifying legal documents to hide

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