Due to the inherent nature of those in power influencing others, the shadow effect is likely to happen to any leader of a group. For instance, while children fail at listening to their parents, they are likely to imitate and pick certain characters from them. In this case, the shadow of an organizational leader may be weak or powerful depending on how one acts ( Johnson, 2017) . I would likely cast a shadow of responsibility at work where employees are to strictly follow the rules and procedures of operations. This would minimize human errors and create a culture of efficiency ( Hallinger, 2018) . On the other hand, I would cast a shadow of power where employees would learn to respect and follow authority. According to Tai (2015), authority creates discipline and instills good fear where people would follow.
However, the authority should be used appropriately. Expertise and referent power should act as a guide to how things should be done and as a means of creating motivation among employees ( Twalh, Alsolami, Cheng & Islam, 2016). Authority should also not be misused to coerce or threaten the dignity of an individual or the organization. Instead, it should be applied to foster the growth of both employees and the business. On the other hand, the light side of responsibility should involve setting up suitable rules and procedures where all employees including leaders understand their roles ( Martinek & Hellison, 2016). Delegating duties from the leaders to their subordinates should empower workers since they would have owned their work and met their obligations. Responsibility would also be employed in the presence of reprimand where a violation of work ethics such as committing fraud would be severely punished ( Willison, Lowry & Paternoster, 2018). Therefore, while rules and delegation of duties empower responsibility, punishing deters its dark side.
Delegate your assignment to our experts and they will do the rest.
References
Hallinger, P. (2018). Bringing context out of the shadows of leadership. Educational Management Administration & Leadership , 46 (1), 5-24.
Johnson, C. E. (2017). Meeting the ethical challenges of leadership: Casting light or shadow . Sage Publications.
Martinek, T., & Hellison, D. (2016). Teaching personal and social responsibility: Past, present, and future. Journal of Physical Education, Recreation & Dance , 87 (5), 9-13.
Tai, J. W. (2015). Building civil society under the shadows of authoritarianism. In Building civil society in authoritarian China (pp. 1-17). Springer, Cham.
Twalh, A. A. I., Alsolami, H. A., Cheng, K. T. G., & Islam, G. M. N. (2016). Power and Influence: CEO Power and the Use of Tactical Influence. Journal of Management and Strategy , 7 (2), 46.
Willison, R., Lowry, P. B., & Paternoster, R. (2018). A Tale of Two Deterrents: Considering the Role of Absolute and Restrictive Deterrence to Inspire New Directions in Behavioral and Organizational Security Research.
