Assuming Power and Responsibilities Associated With It

Exuding power outside one’s title would at times be difficult because the subordinates find your sense of authority foreign to them. A leader in this context should perceive execution important for the business for it to achieve desired level of success. The leader should show confidence in the content and strategies intended to put across in order for the subordinates to trust the motives and intents of the leader. The leader should also show increased commitment in seeing the strategies get implemented for desired outcomes. Team members could be productive and ethically responsible if the leader creates consistency in their character which creates trust and reliance from the members who as a result maintain loyalty and commitment towards achieving business success (Men, 2014). A team leader could also work on bettering the company culture through productive personal interaction of between the members and the leadership team which helps in addressing negative attitudes and unresolved conflicts (Men, 2014). 

The CEO putting across such sensitive information to his employees through an email is the most unruly decisions because it stirs up distorted and misinterpreted information amongst the employees. Using technology as a means of communicating at workplaces has been known to create problems related to miscommunication thus in this context the employees may misinterpret the intention the email meant to achieve and bring about dissatisfaction. The email may also spark high-stress levels amongst the employees which is counterproductive to efficiency at the work place. The email may also bring relational breakdown between the employees and CEO because ideally reducing the company’s operational cost may result to some employees being laid off. Ultimately, with this communication there would be low morale and negative attitude at the workplace meaning productivity will go down. 

Reference 

Men, L. R. (2014). Why leadership matters to internal communication: Linking transformational leadership, symmetrical communication, and employee outcomes. Journal of Public Relations Research, 26(3), 256-279.