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More handpicked essays just for you.
The importance of effective communication as a leader
Role of effective communication in leadership
Sources and contingencies of power in organisations
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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
Up until this point, she was observing the team and allowing others to take the lead while she assessed the team. A new leader asserting authority can be beneficial in the state of uncertainty and low performance, especially when the team is dysfunctional. The expectations were now clearly stated. Also, the message that Kathryn sent was that she was committed to improving the team, and more importantly, she expected everyone else to be too. Kathryn was a successful team builder and knew she had to take the team out of their comfort zone to begin the true process of team building, knowing if this team had any chance at all all team members had to actively
A comparison of Old World and New World storytelling styles is outlined by Lindahl as a gateway to understanding how Jack found homes in certain communities of North America. The typical märchen is woven around a conflict between home and the open road. The tales start in an ordinary place where Jack and his mother worry about the source of their next meal. Only after Jack takes to the open road to provide for his family does the story change to involve magic. Usually, the further Jack ventures from home, the more magic he encounters. In European portrayals, Jack’s return to home results in an ordinary life without magic, now enhanced by his found wealth. Linda Degh recognized that the great European storytellers were not homebodies,
The horses are kicking, jumping, bucking, frightened by the loud pop of the fireworks and woohing of the crowd. A black broncho had fallen rolling in fear on the hard and cold ground. A beautiful white mustang is rearing up, fighting the restraint of a lead rope clutched tightly in two cowboys’ hands. They try vigorously to escape the hands of the cowboys. A thick cloud of dust surrounds them, flying up in their eyes, blinding them from their vicinity. This was Jack's chance, his chance to win. It is the 4th of July, 1935 and the Wild Horse Race is taking place. Each man wanting the same thing, victory. Being in such depressing times they all need a little boost of spirits in their lives. This was a way of showing that they would not let the times they were in get the best of them. Men from all over the county came to compete in this race. The cash prize was small, but in their position everything counted to them.
Based on Blake and Mouton’s Leadership Grid, Betsy has an Authority-Compliance or 9, 1 style of leadership (Northouse, 2013). She maintains a strong position on accomplishing the task and less on her relationships with her subordinates. When she communicates, she often gives directives or instruction. Some of the other employees view her as controlling and demanding.
Tost, L., Gino, F., & Larrick, R. P. (2013). When power makes others speechless: the negative impact of leader power on team performance. Academy Of Management Journal, 56(5), 1465-1486. doi:10.5465/amj.2011.0180
Leading teams today is a unique opportunity. Interaction between managers and employees has changed so much over the last few decades (Robbins, Decenzo, & Coulter, 2013). Leaders of the past used an autocratic theory, meaning that employees did was their boss asked and did not question why. The employee did not participate in any decisions or give any input to new ideas. The leaders of today understand that if they want to maximize their employee’s performance they must be a leader that influences their employee. It is a different relationship of the past.
McShane and von Glinow determine that the first three powers - legitimate, reward, and coercive power - are granted to persons through the organization or co-workers, whereas the two other powers – expert and referent power - depend on the “power holders own characteristics” (301). The first source of power that can be assigned to members of the organization is Legitimate Power, which is defined as an “agreement among organizational members that people in certain roles can request certain behavior of others” (302). This source of power generally results from different roles in the organization (hierarchy). Like the manager can expect his or her employees to do what he or she requires. Another source of power that can be given to employees is Reward Power, which is defined as “the person’s ability to control the allocation of rewards valued by others and to remove negative sections” (302). Reward power offers incentives and is the opposite of the third source of power, which is Coercive Power. Coercive power is the last source of power that is assigned to people and involves “the ability to apply punishment” (303). The fourth source of power is Expert Power, which does not originate from the position but rather from within the person. Expert power is “the capacity to influence others by possessing knowledge or skills that others value” (303). For instance, an employee can develop expert power when gaining important knowledge for the organizations that others would also like to have. The fifth source of power that does not depend on the role or position of an employee, but on the person’s own characteristics is Referent Power, which is defined as “the capacity to influence others on the basis of an identification with and respect for the power holder” (303).
Power is everywhere; in organizations, relationships, businesses, government, education, et cetera. Power is defined as a capacity that X has to persuade the behavior of Y so that Y acts according to X's wishes (Robbins & Judge, 2007). Power is essential because without it, organization and leadership effectiveness is eliminated within the confounds of the given relationship. A dependency is Y's relationship to X when X possesses something that Y requires (Robbins & Judge, 2007). In essence, there are five bases of power: Coercive power, Reward power, Legitimate power, Expert power, and Referent power (Robbins & Judge, 2007). The scenario exemplifies each power and how each is used. The scenario also illustrates the dependency relationship of each power for the parties involved.
power as occurring in a situation where "A has power over B to the extent he can
Coaching is not an easy task and figuring out the best way to lead and guide employees can be overwhelming and challenging. Alex is now in a position where she has to be a motivator, leader, and a coach to several employees. She needs to understand the concept of coaching and the behaviors that go along with her coaching style. The concept of coaching helps develop and grow employees to achieve performance improvement, but it also helps the managers see how the employees embrace their job tasks and asses their results in comparison to the overall mission of the company (Bawany, 2015). Therefore, Alex needs to look back at her previous managers and determine what qualities and behaviors they possessed in order to improve her performance. Also, she must look at what personality traits James has and look at his previous managers to see which manager coached James to perform the best while working for the company.
Some theorists believe that ‘power is everywhere: not because it embraces everything, but because it comes from everywhere… power is not an institution, nor a structure, nor possession. It is the name we give to a complex strategic situation in a particular society. (Foucault, 1990: 93) This is because power is present in each individual and in every relationship. It is defined as the ability of a group to get another group to take some form of desired action, usually by consensual power and sometimes by force. (Holmes, Hughes &Julian, 2007) There have been a number of differing views on ‘power over’ the many years in which it has been studied. Theorist such as Anthony Gidden in his works on structuration theory attempts to integrate basic structural analyses and agency-centred traditions. According to this, people are free to act, but they must also use and replicate fundamental structures of power by and through their own actions. Power is wielded and maintained by how one ‘makes a difference’ and based on their decisions and actions, if one fails to exercise power, that is to ‘make a difference’ then power is lost. (Giddens: 1984: 14) However, more recent theorists have revisited older conceptions including the power one has over another and within the decision-making processes, and power, as the ability to set specific, wanted agendas. To put it simply, power is the ability to get others to do something they wouldn’t otherwise do. In the political arena, therefore, power is the ability to make or influence decisions that other people are bound by.
Usually, the belief is that the managers, administrators, presidents or even the supervisors, have the greatest source of power, because they are at the top of the ladder in the hierarchy of the organization. The reality is that they need
Her attitude affected the overall mood of the department. It is important that Gene lets Kathy know that is not acceptable behavior and there are options available to her for getting help if needed. Gene does not want to lose an exceptional employee just because she is going through a hard time. However, if she does not change her behavior she could be transferred or even lose her job.
Power is defined in the course study notes as the “ability of individuals or groups to get what they want despite the opposition”. Power is derived from a variety of sources including knowledge, experience and environmental uncertainties (Denhardt et al, 2001). It is also important to recognize that power is specific to each situation. Individuals or groups that may be entirely powerful in one situation may find themselves with little or no power in another. The county Registrar of Voters, who is my boss, is a perfect example. In running the local elections office, she can exercise the ultimate power. However, in a situation where she attempted to get the county selected for a desirable, statewide pilot project, she was powerless, completely at the mercy of the Secretary of State. Power is difficult to measure and even to recognize, yet it plays a major role in explaining authority. In organizations, power is most likely exercised in situations where “the stakes are high, resources are limited, and goals and processes are unclear” (Denhardt et al, 2001). The absence of power in organizations forces us to rely on soley hierarchical authority.
As far back as history can be told mankind has struggled between balancing culture, power and politics. Many wars have been fought and many people have placed their lives on the line in order to stand up for what they believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s business environment individuals have much more to worry about than just completing their assigned tasks. Organizational culture, power and office politics influence day to day operations as well as govern the atmosphere within the organization. The amount of impact that power and politics have in the workplace, directly reflect the organization’s culture formally as well as informally.