Subsequent to the years of vigorous denials, on January 14, 2013 Lance Armstrong acknowledged in a television interview with Oprah Winfrey that he "doped" in each of his record seven consecutive Tour de France triumphs, confirming the findings a couple of months earlier by the US Anti-Doping Agency which he had orchestrated "a gigantic team doping scheme, more extensive than any formerly disclosed in professional sports history." Until that moment with Oprah, Armstrong had consistently and strenuously denied using performance-enhancing drugs (PEDs), blood transfusions, or other artificial enhancers to compete in the grueling, three-week race throughout France. He thrashed, intimidated and threatened legal action against race officials, journalists, riders, and anyone else who had proposed he had cheated. This case investigates Armstrong's leadership of a corrupt culture, the extensive temperament of cheating scandals between pioneer athletes, the decisions taken by other riders to advocate Armstrong and his scheme and proficiently admit to cheating, along with costs borne by those linked with Armstrong and his plan and consequently to admit to cheating, and the costs borne by those linked with Armstrong. It permits conversation of the responsibilities that leaders have towards themselves and to others.
PUBLICATION DATE: July 10, 2013 PRODUCT #: 314015-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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