Power And Politics - Name, Class, Date, Professor

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Power and Politics Power and Politics Name Class Date Professor Power and Politics Interpersonal power in a leader refers to the type of personal power they exert over their subordinates. The types of interpersonal power are expert, reverent, information, legitimate, reward, and coercive. In the case of Jon Lasseter, the type of interpersonal power he displayed was expert power. Lasseter’s power is the result of his extensive knowledge of animation and his foresight in understanding industry trends. Despite his knowledge and foresight, Lasseter was not given an opportunity to lead Disney into the new generation of computer animations but instead provided expert power for Pixar, leading to their success in the world of animation.

The second kind of interpersonal power in the case study belongs to the leader who used their power to stop Lasseter’s efforts to lead Disney into a new age of animation. This leader’s power was coercive, which is the ability to force someone to do something based on superior physical strength or legal authority (Tanszekek, 2013). This leader used their power, based on personal feelings about Lasseter, to prevent his new project from proceeding and ultimately fired Lasseter. When Lasseter left Disney for Pixar, he brought with him a wealth of knowledge about animation, resulting in Pixar’s major success and transforming how animations are created.

These contrasting displays of power demonstrate the two faces of authority within organizations: one reflecting ethical leadership and moral integrity, and the other showing abuse of power driven by personal motives. Power can corrupt when used unethically, and the leader who fired Lasseter did so motivated more by ego than organizational benefit. Psychological incentives often drive powerful individuals to hold others accountable while neglecting their own misconduct (Palmquist, 2012). Lasseter continued to exhibit moral behavior after his unfair dismissal, contrasting starkly with the leader’s unethical conduct.

The decision to fire Lasseter was rooted in organizational politics. Disney’s leadership prioritized cost-cutting and maintaining existing management hierarchies over embracing innovation. Had Disney retained Lasseter, it could have become a leader in computer animation, gaining significant competitive advantage. Instead, the organization’s political climate hindered its ability to innovate, illustrating how internal politics can undermine strategic growth and creative progress.

In the broader context, politics within organizations often influence major decisions with far-reaching consequences. For instance, a prominent example is an executive involved in embezzlement who, despite being caught, was allowed to retain their position due to their expertise, with the company preferring to avoid losing their skills (Palmquist, 2012). Such political considerations erode organizational integrity and affect morale, leading to employee dissatisfaction, high turnover, and diminished organizational trust, as evidenced in Disney’s failure to capitalize on Lasseter's talents.

The case underscores how unethical use of power — driven by personal feelings and organizational politics — can harm corporate innovation and reputation. Leaders should exercise ethical leadership that promotes fairness and transparency, especially when dealing with talented employees who can drive competitive advantage. Ethical leadership involves decision-making based on organizational values rather than personal biases. Disney’s failure to do so in Lasseter's case resulted in missed opportunities that could have advanced the company’s standing in animation technology.

In conclusion, the case of Jon Lasseter’s firing highlights the importance of ethical use of interpersonal power in leadership. While power can be a force for positive change when wielded ethically, its abuse can stifle innovation and damage an organization’s reputation. Organizations benefit from leaders who harness power judiciously, aligning personal influence with organizational values, and fostering a culture of integrity and fairness. In creative industries, where innovation is key, leadership that promotes ethical decision-making and supports talent development is essential to long-term success.

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The case of Jon Lasseter at Disney illustrates complex dynamics of power and politics within organizations and underlines the importance of ethical leadership. Lasseter exemplified expert power, which is derived from specialized knowledge and skills that confer influence over others. His mastery in animation and foresight in industry trends positioned him as a key innovator in digital animation. However, despite his valuable expertise, Lassen’ter was sidelined and eventually dismissed by the Disney leadership, leading to significant organizational consequences.

The leadership’s use of coercive power in dismissing Lasseter demonstrates an unethical exercise of influence. Coercive power involves the ability to compel compliance through intimidation or threats (Tanszekek, 2013). The leader’s personal feelings—perhaps envy or fear of losing control—motivated the decision to fire a highly talented innovator. Such use of power, rooted in personal bias rather than organizational interest, reflects unethical leadership, diminishing trust and morale. It also resulted in missed opportunities for Disney to remain competitive in the animation industry, where Lasseter’s talent would have been a major asset.

Contrasting this unethical exercise of power is Lasseter’s consistent demonstration of moral character and professionalism, even after being unfairly dismissed. His continued commitment to creativity and excellence in animation underscores the importance of integrity in leadership and organizational behavior. The abuse of power by the Disney leader emphasizes how personal biases and internal politics can distort organizational decision-making, undermining innovation and long-term strategic positioning. Instead of fostering a culture of innovation, the organization’s politics led to a focus on cost-cutting and hierarchical control, stifling creative opportunity.

Organizational politics often influence critical decisions that impact innovation and growth. In Disney's case, the internal power struggles and personal vendettas overshadowed the collective goal of technological advancement in animation. An illustrative example outside Disney is the case of a senior executive involved in embezzlement who was retained for his expertise, despite the misconduct (Palmquist, 2012). This residual loyalty and prioritization of personal relationships over ethical standards damage organizational credibility and employee morale.

The failure to retain Lasseter resulted in Disney losing a competitive edge in digital animation technology. Had the company supported his vision, it might have led to early dominance in computer-generated imagery (CGI) films, as Pixar’s success demonstrated. Disney’s internal politics prioritized preserving existing hierarchy and avoiding organizational risk, ultimately causing a strategic setback. The case exemplifies how organizational politics can hinder innovation and how power misuse damages corporate potential.

Ethical leadership is crucial in balancing organizational interests with personal influence. Leaders must exercise interpersonal power responsibly—using influence to inspire innovation, build trust, and foster a positive organizational culture. Transparent decision-making, recognizing talent, and aligning personal and organizational values can prevent abuses of power. In Lasseter’s case, ethical leadership would have involved open dialogue, constructive feedback, and support for creative risk-taking, rather than abrupt dismissal driven by personal bias.

In sum, the Disney case underscores the detrimental impact of unethical use of power driven by internal politics. It highlights the need for leaders to exercise influence ethically, prioritizing organizational well-being and innovation. Leadership that builds a culture of fairness and supports talent development fuels sustainable success. When leaders leverage power responsibly and ethically, they can inspire innovation, retain high-performing employees, and position their organizations for future growth.

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