The power that comes from being a leader can be used for evil as well as for good. When you assume the benefits of leadership, you also assume ethical burdens. But many highly successful leaders have relied on questionable tactics to achieve their ends. These include manipulation, verbal attacks, physical intimidation, lying, fear, and control. Consider a few examples: 

• Bill Clinton was viewed as a charismatic US president. Yet he lied when necessary and “managed” the truth. 

• Former Prime Minister Jean Chrétien successfully led Canada through 10 years of economic change. Those close to him were committed and loyal followers. Yet concerns were raised recently that he might have been willing to quietly spend millions of dollars in sponsorship money to manage the Quebec situation. 

• Jack Welch, former head of General Electric (GE), provided the leadership that made GE the most valuable company in America. He also ruthlessly preached firing the lowest-performing 10 percent of the company’s employees every year. 

• Former IBM chair Lou Gerstner oversaw the reemergence of IBM as a powerhouse in the computer industry. He was not, however, easy to work for. He believed in never relaxing or in letting others enjoy life. 

Should leaders be judged solely on their end achievements? Or do the means they choose also reflect on their leadership qualities? Are employees, shareholders, and society too quick to excuse leaders who use questionable means if they are successful in achieving their goals? Is it impossible for leaders to be ethical and successful?