Leadership in Organizations

2. Information manipulation: withholding vital data from others, releasing selective
figures etc.
3. Scapegoating: blaming someone else for a problem
4. Alliances: to form bonds
5. Networking: turning up at meetings or informal events
6. Compromise: one party agrees to support the other in return for a favour next
time
7. Bureaucracy: using organization’s rules, processes and procedures, an individual
can frustrate opponents by requiring certain documents to be completed etc.
8. Position: choosing projects that enhance your visibility.
9. Spin doctor: altering messages and information to suit a particular person or
audience. Telling people what they want to hear.
10. Dirty tricks: blackmail, gossip and spying
Chapter 11 Ethical leadership
22
Teleological: goal/end. Looks at the
consequences of an action → the
outcome of a decision has to be
‘good’
Egoism example: manager and his
team win in sales competitions and
not share the bonus with other
teams.
- The ‘best’ outcome, is defined by
the individual themselves.
Altruism example: Germany let in
many immigrants from other
countries during the 'refugee crisis'.
• Could be destroying the
individual himself, and causes that
there is nothing left to give to
others.
Utilitarianism example: invest in disease
as diabetes rather than a rare cancer,
because more people will
benefiting. (In practice: impractical)
Deontological framework: the intention of the decision is important, not the
consequence. So an outcome is irrelevant when the intention is good (even if the
outcome is horrible).