Recent events of the Alabama Community College System are examined as an historical organizational case study. Critical events are noted along with associated professional literature related to those events and actions. While the study attempts to explain the organizational culture that allowed the rise of unethical leadership, the primary focus is analyzing the System's response and identifying the successful strategies used to remedy the deleterious effects of a period of unethical leadership with hopes to restore the System's credibility. The examination of the System's response is guided by its implementation of revised policies and procedures, and includes analysis of information gathered from interviews, media reports, minutes of Board meetings, official correspondence, audit reports, and other documents. To aid in measuring the success in policy implementation and concomitant change in organizational culture, veteran employees of the System were interviewed. Their opinions and impressions of the changes help to explain the impact on the System and whether these organizational changes create a new environment which discourages a future lapse in ethical leadership. Recommendations derived from the research are generalized and intended to inform future education leaders charged with the task of leading a similar reformation and recovery process.