Jack Next Case Study

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According to Raven (1993), legitimate power comes from a person’s formal position within an organization. However, there are other types of legitimate power to consider such as (a) reciprocity which means (“I scratch your back so you should do the same”, Raven, 1993) and also equity and dependence power as well. Although, Carly Peters of Mills, Smith, and Peters being part owner has legitimate power over all 100 employees and particularly the 20 employees who work directly with her in the creative department (Northouse, P.G., 2016) where she holds the position of Creative Director. In the creative department of the advertisement agency, there are four teams that report directly to Carly and these are led by four associate directors named Jack,
In this case, Terri seems to only recognize Carly’s legitimate power over her and the team but Carly wields no influence over Terri (Raven, 1993) but if Carly were to provide positive feedback on Terri’s work then it may change Terri’s perception of Carly’s social power and influence (Raven, 1993). This change would allow Terri and her team to feel more appreciated and directly improve attitudes which can positively affect work performance (Lussier & Achua, 2015). Julie like Terri feels she and her team are constantly overlooked by Carly. However, Julie, unlike Terri, desires to be in Carly’s inner circle whereas Terri and her team has proven to perform well for the agency and want to receive a level playing field as it pertains to assignments. However, Julie appears to be in need of direct supervision and constant praise which Carly’s leadership style lacks. In my (humble) opinion, Carly as a leader shows her appreciation and acknowledgment by awarding the best assignments, autonomy and adequate budget to those willing to go the extra mile, maybe the other teams are good but Jack’s team stands out. According to Chin-Yi (2015), the suggestion is that work relationships with a direct supervisor that are supported by an environment that

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