Corruption is the abuse or misuse of power and authority for personal gain. Corruption comes in forms of nepotism, bribes, favoritism, and unequal claim on regulations. Although corruption is done in secrecy, its influence on economic decisions and the general running of public office is great. All this is discussed in this paper together with measures to counter the vice.
Since corruption encompasses extortion, bribery, fraud, nepotism, and embezzlement, it affects the whole continuum of an organization, starting from the manager to the clerk. This makes staff unable or unwilling to maximize general welfare, work as a team and come to work on time. Corruption affects management by redirecting communal funds into private increasing budgetary while reducing excellence of services and infrastructure. Corruption also threatens sustainable development, good management and fair practices (Spears, 1997, p. 34).
Corruption can be curbed by putting in place criticizing systems allowing staff to vent their views. Another way is through putting in place better employment vetting for the acquisition of staff with integrity. The involvement of more people in management decisions and the application of legal systems also curb the practice. Therefore, if strictly adhered to, these measures can help curb corruption.
Power is the authority and ability to control. It can be mishandled for personal interest leading to corruption. This happens when an entity acquires personal gains like bribes and favors because of its ability to control and manipulate. Legal systems have been affected by power mishandling when entities with power over these systems practice corruption. They do this without the worry of being prosecuted (Spears, 1997, p. 34).
Emotional intelligence (E.I)
Emotional intelligence is the capacity and ability to integrate, assess and manage feelings (emotions) of self or of others (Kotter, 1996).
How it is related to leadership
Leaders relate E.I when they are involved in participatory management. This associate with E.I when leaders listens and cooperate with others before decision-making. Straightforwardness and composure are related to E.I which requires leaders to remain calm in a crisis or when recovering from difficult times (Goleman, Mckee, & Boyatzis, 2002, p. 54).
Leadership traits are related to E.I when leaders demonstrate self-management and abilities to relate to others. They do this by being in control of themselves (self-awareness and self-motivation) before leading others, building rapport, and sometimes even having empathy.
Integrity, dedication, humility, and openness are traits that prevent corruption. These traits help fairness, involvement, and accomplishment. On the other hand, rigidity, bossiness, and irresponsibility are traits that promote corruption. These do not allow involvement and accountability (Spears, 1997, p. 34).
Considering that power is the ability to control and manipulate, it is very likely that any leader could easily be corrupt. However, there are ways through which this can be controlled. First, measures of accountability could be put in place for the people in power. Second, training and development in emotional intelligence and leadership should be carried out in organizations in order to equip the managers with the knowledge to avoid corruption. This is highlighted by the fact that high E.I helps in the creation of the ability to feel attached to other people and reputing conscience needed in organizations. E.I also help organizational productivity, as employees are adept at deducing the ethicality of others. This is significant for decision-making (Lenciona, 2002). With these measures in place, an organization can be safe from corruption.
Reference
Goleman, D., McKee, A. & Boyatzis, R. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence, Boston: Harvard Business School Press.
Kotter, P. (1996). Leading change. Boston: Harvard University Press
Lencionia, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. London: Jossey-Bass
Spears, L. (1997). Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership, New York: Wiley.