Organisation leadership - Case Study Example

207). Traditionally, ineffective leadership has been considered as the absence of leadership, while research on leadership’s destructive aspects indicates that destructive leadership comprises a host of behaviors which is more than simply the absence of leadership (Ashforth, 1994). An example of destructive leadership in the workplace is the bullying offered to the employees by the leader or manager. Since they have the power and the decision making authority, seniors tend to inflict this power over the subordinates in an attempt to direct their actions.

Bullying has a negative effect on the psychology of the employees and affects the organizational culture adversely. Other examples of destructive leadership behavior at the workplace include theft, corruption at the top level, and sabotage. The processes of socialization and assimilation administered by transformational leadership may, in effect, prove destructive. Some of the most unethical leaders with destructive behaviors in the history have been charismatic leaders, that have used their charisma for negative purposes rather than positive purposes (Luthans, Peterson, and Ibraveva, 1998; Padilla et al., 2007). A potential example of such charismatic leaders seen in the history is Hitler who although was very effective as a leader, yet made “a prime example of destructive leadership” (Padilla et al., 2007, p. 179).

One of the values of Inquiro is to “focus on the user and all else will follow”. This means that Inquiro works according to the needs of the users and can go to any length to address those needs. Users’ needs may not always be ethical. Users may require information access to which, they are legally denied. For the same reason, Inquiro developed a stormy relationship with China. In its attempt to address the needs of the users, the company did not fully comply with the media censorship policies of China.

Inquiro should have its own standards that should be considered the most important. According to Padilla et al. (2007, p. 179), dysfunctional leader behaviors interact with the susceptible followers in the contributing environment’s context to yield negative organizational results so that the followers are unable to resist and must consent to the destructive leader. In such a case, the destructive leader does not pay attention to the environmental context or the roles of the followers. As a result of this, an organizational petri dish is created in which unethical and destructive behavior is perpetuated in people who otherwise behave ethically.

Inquiro should not require its employees to address those needs of the users that are not consistent with its established standards. Inquiro’s leadership is manipulative when it comes to paying the taxes. For the same reason, Inquiro was subjected to parliamentary scrutiny in the year 2012 because of its tax affairs. In the year 2011, the tax bill of Inquiro’s corporate was no more than 3.5 million pounds in spite of the fact that the company made a turnover of 396 million pounds. Inquiro manages to pay lesser tax by