Managers, Power and Corruption Term Paper

Managers, Power and Corruption
An exploration of the sources of power available to managers of organizations and how this power often leads to corruption.
# 149168 | 1,336 words | 3 sources | APA | 2008 | US
Published on Nov 28, 2011 in Business (Management)

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This paper discusses how managers at large companies have a number of power sources available to them and how some of these powers are a result of positions held within the company. In particular, the paper examines how in many situations these power sources have been abused, leading to corruption within the organizations such as Enron. It contends that while having power contributes to the ability of the leaders to make corrupt decisions, the proper use of power, such as establishing formal positions in companies with legitimate authority to oversee other aspects, can help to prevent problems, or at least ensure that unethical and illegal behavior is caught before it can bring down the whole company.

From the Paper:

"According to the model presented by Nahavandi (2006), there are five major sources of power available to CEOs. The first three sources result from positions held within an organization. Thus, they are a result of the organization itself, not the individual in the position. The first source of power comes from a formal position (Nahavandi, 2006 & Rahim, M. & Buntzman, G., 1989). This is referred to as legitimate power. Followers will comply with the orders of individuals, such as supervisors, because they accept the legitimacy of the position. The next two sources of power are referred to as reward power and coercive power. These powers are derived from the ability to give out awards and punishments respectively. Followers will submit to managers with these powers in order to either receive possible awards or to avoid punishments (Nahavandi, 2006 & Rahim, M. et. al., 1989)."

Sample of Sources Used:

  • Farrel, G. (2008, February 15). WorldCom's whistle blower tells her story. USA today.
  • Nahavandi, A. (2006). The art and science of leadership (4th ed.). Upper Saddle River, NJ: Prentice Hall.
  • Rahim, M. & Buntzman, G. (1989). Supervisory power bases, styles of handling conflict with subordinates, and subordinate compliance and satisfaction. Journal of Psychology. Vol. 123, Issue 2. Retrieved 21 June, 2008.

Cite this Term Paper:

APA Format

Managers, Power and Corruption (2011, November 28) Retrieved April 14, 2021, from

MLA Format

"Managers, Power and Corruption" 28 November 2011. Web. 14 April. 2021. <>