Leadership and Power

1. Pelletier’s major sources of power as the CEO of ACS is

from her extensive experience in the telecommunications
industry. She has over 15 years of relevant experience
which helps her have a deep understanding of the market
dynamics, technological advancements, and operational
challenges in the field. This not only lends her
credibility and authority but allows her to make informed
decisions that drive her company’s strategic direction. Her
ability to utilize this experience to reshape her company
(ACS) with a focus on customer needs showcases her
visionary leadership. It amplifies her influence within the
organization while also empowering her to effectively lead
transformation initiatives that enhance customer service
and boost company performance.
2. Liane Pelletier effectively exerted transformational power
within ACS due to her ability to inspire and motivate
employees to embrace a new vision for the company. By
shifting the focus from products to customer needs, she
aligned the organized goal’s with market demands and
fostered a culture of collaborations and innovation. Her
strategic restructuring demonstrates her ability to create
change on both operational and cultural fronts, leading
employees to connect with the company’s mission and
improving overall performance. This type of power is rooted
in her leadership skills and visionary outlook, allowing
her to drive substantial transformation within ACS.
3. Pelletier’s passion for travel and outdoor activities
allows her to cultivate referent power, which stems from
the respect and admiration she earns from her employees. By
sharing these common interested with many Alaskans like
hiking, boating, and snowshoeing, she fosters a sense of
connection and reliability with her team. These shared
interests and passion helps her build trust and friendship,
 making employees more likely to support her initiatives and
follow her leadership. Leveraging this referent power
allows Pelletier to create a collaborative work environment
where employees feel appreciated and seen, which in turn
boosts their commitment to the company’s objectives.
4. As the CEO of ACS, Pelletier would posses legitimate power
which is the highest level of power inherent in her formal
position. This power comes from her role as the designated
leader of the organization, granting her the authority to
make decisions, set policies, and direct the company’s
operations. It’s reinforced by her responsibilities which
includes overseeing all aspects of the company and guiding
its strategic direction. This authority enables to
influence employees, allocate resources, and implement
change which establishes her as the primary decision-maker
within ACS. In addition to this, her power can be enhanced
by her transformational leadership style (point 3), which
influences trust and loyalty along employees.
5. The type of power that is derived from Pelletier’s ability
to give formal rewards is known as reward power. This comes
from her position as CEO, which allows her to provide
incentives like promotions, bonuses, raises, and other
forms of rewards to employees. By having this authority,
Pelletier can motivate and influence employee behavior,
encouraging them to align their efforts with the company’s
goals. Reward power can foster a sense of appreciation
among employees and reinforce desired performance which can
help drive engagement and productivity within the company.
6. Pelletier was successful in changing the goals and
direction of ACS because of several reasons. Her extensive
experience in the telecommunications industry provided her
with a deep understanding of the market dynamics and
customer needs. This helps her identify necessary changes
within her company. Her vision for restructuring the
company around customer needs rather than products created
 a more integrated approach, allowing different divisions to
collab to serve clients better. Furthermore, her leadership
style encouraged collaborations and engagement among
employees, making them feel involved and values during the
transformation process. Her personality and shared interest
with her employees helped her build trust and connections,
making it easier for her employees to support her
initiatives. And, her ability to leverage referent and
legitimate power empowered her to implement changes
decisively, leading to improved performances and
profitability for the organization.

Safety at BP

1. BP had a hard time balancing the demands of multiple

stakeholders. They prioritized profit over safety and
ethical responsibilities, which led to tragic consequences.
The company focused on maximizing shareholders returns
through cost-cutting measures, neglecting their employees
safety and community’s well-being. Although they pledged to
improve its corporate culture and safety practices after
the Texas City incident, BP failed to implement impactful
changes, as highlighted by ongoing safety violations and
regulatory fines. Because of this, it revealed a
significant disconnect between BP’s operational decisions
and stakeholders expectations. This showed that BP cared
more about short-term profits which compromised its
long-term responsibilities to employees, local communities,
and the environment.
2. BP’s concern for maintaining high ethical standards were
questionable, especially before the Deepwater Horizon
incident when those cost-cutting measures compromised
safety. But, after the disaster, top management attempted
to demonstrate a commitment to ethical practices by
 acknowledging the severity of the situation and its impact
on stakeholders. They promised to prioritize safety and
transform corporate culture to focus on ethical standards,
committing to safety violations, and enhance their
operational practices. They, also, have engaged in
extensive cleanup efforts and paid penalties, showing their
awareness of their responsibilities. But, there’s still
ongoing safety issues and the CEO’s insensitivity during
the crisis raised doubts about the company’s genuine
commitment to high ethical standards.
3. One reason that BP’s fines didn’t lead to meaningful
changes is that the financial penalties were viewed as a
cost of doing business instead of a driving force for
change. Despite pouring in significant amounts of money, BP
continued to prioritize profit over safety, showing the
lack of genuine accountability. The ongoing focus and
prioritization on shareholder returns could overshadow the
importance of embedding safety and ethical considerations
into the corporate culture, allowing harmful practices to
continue despite the fines.
4. When Anthony Hayward became CEO, he aimed to shift the
company’s focus towards safety and risk management. He
recognized the need to change corporate culture,
highlighting safety as their top priority. He initiated
efforts to address the safety violations, committing to
resolve over 500 serious safety issues at the Texas City
refinery. He tried to foster a more accountable
environment, stating that his intention is to ‘focus like a
laser’ on safety. Despite his efforts, his time as CEO was
overshadowed by the Deepwater Horizon disaster which led to
his firing.