Dick Fulds Power

This case focuses on David Sokol, an executive who has made a “name” for himself in recent years within the energy industries. After becoming recognized as a successful “turnaround” agent for troubled companies, Sokol was hired in 1992 to serve as the chief operating officer of JWP, Inc., a large, New York-based conglomerate. At the time, JWP had an impressive history of sustained profits and revenue growth that was being threatened by the company’s far-flung operations and unwieldy organizational structure. Unknown to Sokol, JWP’s impressive operating results over the prior few years had been embellished by the company’s

When one acquires a position of extreme power, it is only a matter of time before it is maliciously abused for personal benefit. As socialized power, the power used to benefit others, transitions to personalized power, the principle of morality is lost as the leader becomes unable to discern from right and wrong.

During the times leading up to the power struggle, the power dynamic within Lehman was steadily shifting as trading profits became increasingly more important to Lehman versus traditional investment banking profits. Thus, Glucksman was able to step into the spot light and Peterson became more expendable. Peter Peterson’s core

Scandal! I am not a crook, Watergate, impeachment, resignation, one final “two handed V”; which president comes to mind? President Richard M. Nixon was a visionary leader; but an unethical leader. This paper will examine two visionary leadership traits of President Nixon, two unethical leadership skills of Nixon and then look to my own career for two personal examples of visionary and two unethical leadership skills I portrayed. Nixon’s visionary leadership was on display when it came to dealing with Communist countries and recession on the home front. By using the full range leadership (FRL) process of contingent reward, Nixon focused relations with China to establish common political grounds. Using cognitive adaptability, Nixon was able to reign in the 1970’s recession. He applied FRL tactics to push his agenda towards politics and economic policy. But, Nixon’s unethical leadership trait, drive for success, led to the Watergate Scandal. Also, he failed to use the reasoning element of implication when he discharged the Special Prosecutor of the Watergate investigation. After discussing President Nixon’s visionary but unethical leadership, I’ll apply these same principles to myself by showing examples of how I used contingent reward and cognitive adaptability techniques in my Air Force career. Finally, I’ll discuss how drive for success

In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to

Leadership is like a weighted coin, with a preference for the head of corruption. In fact, many of today’s greatest leaders seem to have long histories of controversy and questionable decisions. Take, for example, the PR company Bell Pottinger of the United Kingdom, which has recently been exposed for facilitating racism in South Africa, under direction from one of its clients (Cheryl). Exposure of this and other company controversies marked the beginning of the end for Bell Pottinger. Had the leaders of Bell Pottinger properly weighed company risks, prioritized their employees, and set a precedent of rules, corruption could have been prevented.

Power, influence, leadership ability, all these intertwine to make an effective leader; yet they are often confused as being able to stand alone to define a leader. Each element is needed to complete the other, thus this paper will look at how power is used as influence. Using Hackman and Johnson’s Personal Power Profile, my preferred method of influence will be examined and how this relates to future leadership will be discussed.

In review of the Enron case, executives higher up exploited their privileges and power, participated in unreliable treatment of external and internal communities. These executives placed their own agendas over the employees and public, and neglected to accept responsibility for ethical downfalls or use appropriate management. As a result, employees followed their unethical behavior (Johnson, 2015). Leaders have great influence in an organization, but policies will not be effective if they do not abide by the policies established. “ Enron: The Smartest Guys in the Room” demonstrates how the nature of people do not change, whether it’s terminating employees as way to handle issues, or ongoing fascinations for profitable advances. Enron’s collapse produced a culture that prioritized profitable gains.

“He confessed to them that the asset management portion of his firm was actually a large Ponzi scheme, the business had lost about $50 billion, and he was planning to turn himself in to authorities a week later” (CNN, 2015). The next day, which was December 11, 2008, he was arrested by the FBI. Later he was charged as guilty to eleven felony charges such as securities fraud, investment adviser fraud, mail fraud, wire fraud, false statements, perjury, false filing with the SEC, theft from an employee benefit plan, and three counts of international money laundering. Among all the laws that he broke, I think that security fraud is the most important law. Today’s economy is based on the continual investment of people’s money. Thus, to maintain the economy, people should keep investing their money and in order to do that, people must be able to trust their financial advisors without having any

Joseph Gregory was part of Lehman and the second in command after the CEO. He had worked with this company for 34 years. He was noted to be a yes- man. This means that he did want the CEO said even if it was not fit for the company. Gregory had passion for minority issues compared with the corporate issues. He and the CEO never cared about the company even when the company was reporting losses and the fall in stock. It is noted that Gregory was later removed from the company and

This paper relies on secondary data on a past phenomenon. It combines data from journal and other internet sources to bring out aspects of unethical behavior by Adelphia's top executive. The analysis of data takes two ethical frameworks.

Colombo’s case together with that of five other employees was put on hold after the owner of BNC, Lehman Brothers, filed for bankruptcy in late 2008. The company dismissed the allegations made in the suit arguing that they would contest them on the merits in the pending litigation. Meanwhile, the sub prime loan began to go bad, making the lives of thousands of wholesalers in the company very difficult, thus forcing them to quit from the company. Wall Street reined in the company’s mortgage factories, pulling credit lines, tightening its lending principles, and compelling lenders to buy the same risky loan it once consumed. In essence, the company was in the verge of collapse.

The sources of the conflict can be isolated. Keep the discussion focused on the people, principallyRamrod, and examine what he is doing wrong; this approach makes the later analysis of power moredramatic.The attitudes and behavior of Ramrod Stockwell cause the problem. Although he is competent, he causesconflict within his own function and other functions. In his own function he fails to delegate authorityand keeps the reins of power in his own hands. He has a centralized management style and does not shareinformation, which makes it impossible for subordinates to provide salespeople with the information theyneed. He does not follow the chain of command; he goes to people only when he needs them. Violatinglines of authority reduces the authority of his managers and also leaves them uninformed.His attitudes affect relationships with other functions, especially sales, because he also does not allowsubordinates to share any but routine information. Because of the centralization of authority in production, subordinates do not possess information. Only Rob Bronson, the vice president of

There are stories around the world about corruption and unethical leadership; these stories often make headlines in newspapers, magazines, and televised news programming. There is an abundance of immorality in the workplace; at the scale is at, it should be considered a plague. It runs rampant in all forms of business, in white collar crime and blue collar crime. White collar crime itself is the practice and history of unethical and inauthentic leadership in the professional world. Thus, while the direct and superficial focus is authentic leadership and behavioral integrity, the

The move came after Bear Stearns was bleeding cash after word spread about the company’s crumbling position. European banks and other brokerage clients were pulling their investments and loans with Bear Stearns rapidly—and the company was losing billions in a week. In a swift move, the CEO of Bear Stearns, Alan Schwartz, was connected with the FED Chairman Ben Bernake, who agreed to loan money to JPMorgan if the financier company took over the quickly deteriorating Bear Stearns. It is argued that the FED was right in doing so as this move not save one of the largest American investment banks thus preventing a crushing blow to the US economy.