The Dark Side of Power and Corruption, and their Causes.

 

The very nature of leading, whether it is a business organization or a social movement, may require some disregards for norms and possible consequences of violating them. After all, we do not often select leader so that they can keep the status quo; we expect them to change things. Behaving outside the norms and disregarding some rules may be the only way leaders can implement change, but such disregard can also carry a negative side.

 

Power abuse and corruption are almost synonymous. Abuse involves taking advantage of one’s power for personal gain. It includes unethical or illegal actions, taken while in a leadership position and in an official capacity, that affect organizational outcomes, followers and other stakeholders negatively. It entails using one’s title and position improperly to exploit situations and people. Corruption is abusing one’s power to benefit oneself or another person, or getting others to do something unethical or illegal. Whereas power abuse is, unfortunately, not always illegal, corruption is both illegal and unethical.

 

Leader Characteristics

The leadership characteristics that affect corruption closely relate to the Machiavellian and narcissistic personality traits. Several researchers have identified individual characteristics of leader that make them likely to abuse power. These managers are called “evil”, destructive narcissists, tyrants or simply bullies.

 

They work well with supervisors and impress them but they are uncaring and vicious with their subordinates. Their world is divided into those who agree with them and the rest, whom they view with excessive suspicion and even paranoia. Those who are on their side are supported, at least temporarily; those who are not are denigrated, ridiculed and eventually moved out.

 

Unfortunately, these types of managers are often able to climb the corporate ladder because others see their self-confidence as evidence of ability. Some research suggests that conditions of uncertainty and chaos, which are highly prevalent in many of today’s organizations, further give rise to executive bullies.

 

Follower Characteristics

Although followers rarely consider their contributions to the power abuse and corruption process, and they are not the starting point for corruption, they do play a significant role. Through their silence, agreement and compliance they sent a clear message to the narcissistic leader that she is right and that the follower are not capable of independent thought. In the mind of such leader, follower compliance is further reason to make unilateral decisions and used as a justification for abuse.

 

Organizational Factors

A person’s individual characteristics may make him or her more willing to abuse power, but he can only do so when the organization allows it. In some cases, the organizational culture and practices may even encourage power abuse. The most important determinant of power abuse is the culture of an organization. What is tolerated, accepted, encouraged and rewarded, determines whether a destructive leader can survive and thrive.

The more centralized and concentrated the power and hierarchy and the more closed the communication within an organization, the less likely that power abuses will be noticed and reported, further perpetuating the abuse. Centralized structure create distance between leader and followers, allow them to make decisions without consultation and input, and may isolate the leader from others. Closed communication networks further reinforce the isolation and prevent followers from reporting abuses of power easily.