Can oil companies learn to be less devastating? The case of Deepwater Horizon

Corkindale (2010) criticized BP’s corporate culture, exposing five main weaknesses: 1) Dysfunctional organizational cultures; 2) Timing for crisis spin; 3) Leaders should collaborate, not scoring points or deflecting blame; 4) Leaders should serve their environment (companies, people, and communities); 5) Leadership is not only about position and title. Daft (2010, p.26) proposed that organizations should be able to adapt their structure to fit the conditions in their external environment, seeing the contingency theory as theoretical background. … More Can oil companies learn to be less devastating? The case of Deepwater Horizon

Power and Leadership

When we talk about power in the context of leadership (DuBrin, 2013, p.4), we can borrow Foucault’s idea of relationship. Those, who possess power, have also the ability to shape his followers’ behaviour with threat of violence, financial leash, and authority in the social context and politics (Alsobaie, 2015, p.155). Foucault believed that power cannot exist without freedom, while according to Max Weber, another defines power as “the actual enactment of violence and/or the violation of a person’s physical space.” … More Power and Leadership