Your ideal Organization. Think of working in, or leading, the organization of your dreams. What would the culture look like? How would people be organized? How would people interact? What would leadership roles be? What about other considerations such as policy, practices, etc. 2. How would you define power? How would you define influence? What are some distinctions between power and influence in an organizational setting? How may power and influence positively affect an organization? How may power and influence negatively affect an organization? Provide specific examples to support your answer. 3. Could empowerment lead to powerless leaders? Why, or why not? 4. What are the key roles of a leader in implementing empowerment? 5.What can be done to prevent or eliminate abuse of power and corruption? 6. What are the factors that contribute to abuse, corruption, and destructive leadership? 7. How are the team sources of power different from those available to individuals?

Question One

Coca-Cola Company happens to be an ideal organization as the institution embraces diversity and sees it as more than just mere policies and practices. The company has for the past decades acknowledged variety since it is an integral part of what the company is, how they operate and how they see their future. Personally, working in the industry has been a priority due to the vast knowledge and the excellent relationship it has with the employees. The type of culture in such an institution strives in growing a minority workforce since it is made of a very diverse population of people from every part of the universe. People would be organized according to their level of skills and area of specialization and creates a surrounding where workers are free to interact and share skills and knowledge. Leadership roles in such a business are to ensure that no form of discrimination is practiced within the industry and that all employees are comfortable while charging their respective duties. Other considerations such as policy should also be incorporated as they will safeguard the company from any gross misconduct.

Question Two

Power can be described as an aspect that gives the authority to alter the behavior of others and make them carry out things that they might not do otherwise; while, influence is defined as the ability to change other individual’s perceptions of given situation. Some differences existing between power and control are that the latter is voluntary while power is forced. Also, Influence leads to a wholly voluntary approach to finishing work through the use of positive affirmations and encouragement. On the other hand, power depends entirely on forcing team members to complete a task through the use of intimidations (Copsey & Pomorska, 2010). Power applies the use of one-way dialogue and is used by leaders who typically enjoy the sense of hierarchy in their business while influence usually creates a conversation and is a concern with the perspectives and feedbacks of the group. Power and control are essential as they assist an organization in achieving its set goals and missions through creating a surrounding where employees and other stakeholders operate freely. On the other, these two can also demoralize workers if excessively used thus leading to negative influence.

Question Three

Worker empowerment is the technique of giving front-line employees the mandate to make decisions once reserved only for managers (Wagner et al. 2013). It is essential to acknowledge that employee empowerment does not lead to weak leadership as modern businesses are working with less authoritarian-style management and try to get workers to get involved in the business undertakings fully. A majority of organizations and leaders have fully incorporated empowerment due to the adverse advantages of empowered workers as they typically feel motivated and worth when entrusted to make crucial decisions that in turn strengthens leadership. However, empowerment can be challenging in some work surroundings as some leaders fail to understand the importance of empowerment. While leaders might stop workers from making decisions through insensitively criticizing them, they ought to talk about the decisions being made and alternatives significant in assisting workers to grow and improve.

Question Four

Every leader has a dream of having empowered workers within the business and all managers’ embraces individuals who continuously show efforts through taking on and completing duties with minimal guidance. Therefore, fostering open communication is one of the roles of a leader towards a successful implementation of empowerment within an organization (Wagner et al. 2013). As a leader, one may have vivid directions and be more experienced; however, this does not overthrow feedbacks and notions from individuals on the front lines. Leaders should give workers structured methods of making their opinion, feelings, and remarks known quickly and regularly. Also, leaders should reward self-improvement as a way of encouraging empowerment since more than often; individuals do not have resources or knowledge of what to do. It is essential for leaders to assist workers in coming up with plans for development and rewarding them as they progress.

Question Five

In any successful business, there exist people who typically have more power than other individuals and if efficiently wielded, control can have a positive influence on employees and other stakeholders. However, if power is misused, it will manifest as dictatorial and hounding behavior thus having a detrimental effect on the level of production and administration within an organization. Therefore, incorporating disciplinary measures such as job termination within the organization is a way of dealing with abuse of power and corruption, and the degree of discipline relies on the impact the abuse of power and corruption has to the victim or the organization (Siddiquee, 2010). There is also the need of coming up with reliable systems that will typically make employees motivated and make them feel not isolated as the misuse of power and corruption can lower worker morale, productivity and harm the industry’s reputation.

Question Six

Abuse, corruption, and destructive leadership are typically negative consequences that emerge from a confluence of destructive leaders, vulnerable followers and a proper surrounding (Krasikova Green, & LeBreton, 2013). The difference in personalities in one factor that leads to the three negative factors in a workplace as people originate from various backgrounds and experiences that strategically play a role in shaping one’s behavior. When employees do not understand or accept the existing differences in each other’s personalities, issues such as corruption, abuse, and destructive leadership are likely to arise. For instance, a worker with a straightforward character may offend another employee that does not have a similar type of personality. Competition is another factor that is likely to lead to abuse, corruption and destructive leadership in a workplace. Some organizations encourage competitive surrounding more than others thus leading to a difference in the amount of salary a person earns; thus, an employee might resolve into corruption and abuse. Therefore, if workplace competition is not efficiently handled, it will lead to workers sabotaging or insulting each other thus creating hostile work environment.

Question Seven

An individual source of power is considered to be weak and does not reflect the general control of an institution. In many occasions, leaders tend to express their anger and lack of discontentment due to failure to get operations on truck and responsibilities appropriately fulfilled in a business. Therefore, these people might be having the individual source of power needed to accomplish a task but fail to have the ability necessary to make things operate. Team power can change a more significant portion of information within the shortest time possible while individuals can only change a smaller part of data at a time.

 

References

Copsey, N., & Pomorska, K. (2010). Poland’s power and influence in the European Union: The case of its eastern policy. Comparative European Politics8(3), 304-326.

Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management39(5), 1308-1338.

Siddiquee, N. A. (2010). Combating corruption and managing integrity in Malaysia: A critical overview of recent strategies and initiatives. Public Organization Review10(2), 153-171.

Wagner, J. I., Warren, S., Cummings, G., Smith, D. L., & Olson, J. K. (2013). Resonant Leadership, Workplace Empowerment, and. CJNR (Canadian Journal of Nursing Research)45(4), 108-128.

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