File Name: power authority and leadership .zip
- 14.1 Power and Authority
- Leadership, power and influence 1
- The Relationship Between Power and Authority in Leadership
14.1 Power and Authority
The optimal outcome of this cooperationcumconflict interaction is reaching mutually satisfying ends for both leaders and followers. Yet, power play is real in most social, political and organizational contexts; manifested in various forms of resistance, denial, pushing and shoving in the present world that is inherently broken. Ambivalence may drain leaders to pockets of powerlessness Kanter, as power and the lack of it may just be two sides of a single coin.
As such, leaders are forced to resort to a hardnosed thinking, even if outside of logic; a level of self awareness that can objectively pitch the esteem to win with that of being accepted; an astute skepticism that injects a dose of realism to both wishing rational behavior by all people and the responsibility of a leader for authenticity, concern, modesty and truthfulness; and in general, the willingness to accept and learn from the inevitable incapacity of the broken corollary of doing good leading to reaping commensurate rewards always.
This in short is power play, a strategy of acquiring real clout, and ignoring that perils influence Pfeffer, Power may come from formal hierarchic authority, personal charismatic attraction to command loyalty, the leadership or technical skills and expertise regarded in high esteem, the ability to confer or withhold cherished rewards or compensation and, rather obviously, the situational application of negative influence Hoffmann, Each of these five power bases interact differently with and have varying effect on followers.
Diverging arguments highlight various aspects of the power baseresources, information, reward and at times coercion as the source of influence. Leaders locked in power play judiciously mete out resources; seek to shape behaviors through rewards and punishments; advance the fight in multiple fronts; stun the opponent by making the first move; co-opt antagonists; remove rivals; fend of unnecessary fire; use their personal touch of perfecting the rivalry; persist in getting through their ideas and strategies; manipulate key relationships towards their own effectiveness and issue compelling visions that coax followers Pfeffer, In short, influence requires handson strategies.
Nevertheless, research suggests that the top three most frequently leveraged sources of power are those related to of expertise, information and relationships.
The power of punishment or sanction is the least-leveraged source of power. Even earlier thinking as reflected in the seminal work of Kanter tends to ascribe power and hence influence being essentially positional with a pointed recommendation to use organizational redesign to gain control over supply lines, information and support as these resources associated to positions exert the most influence as in getting things done.
But the air of manipulation loaded in this assertion cannot be shrugged off bringing more light to the struggle of Lukes ;Dowding, as to how willing compliance to domination is secured Swartz, Positional power, while legitimate and upholds hierarchy to get things done, has obvious limitations in today's changing world where information asymmetry or constrictive supply chain are increasingly less of a concern as compared to the conditions that created these predicament in the first place.
Influence depends on the manner power is used rather than just the source Green, Thus, for Michelson , in the current diversified and interdependent world of organizations, the centrality, criticality, relevance, flexibility and visibility of positional power interacting with personal attributes of the leader's knowledge and information, effort and competence, and charisma or attraction provide the prime sources of influence.
The derivative can be positive as in enhancing inventive thinking, creative problem solving or developing new prototypes; or detrimental as in instigating self aggrandizement, tunnel vision, power struggles and personal or organizational conflicts. The key argument here is that power used detrimentally can boomerang Michelson, That is why, for example, Christian ethics has accolades for referent power Thomas, Some people may still find it hard to stomach the obvious conclusion of this line of argument that leaders aiming organizational effectiveness have increasingly little incentive to abuse the process of acquiring, building and using their power base.
Leadership, power and influence 4Theorists Myerson, showed that using resources and incentives essentially calls for differential treatments and is therefore less effective, in fact, a moral hazard. Others Gergen, had clear struggles, particularly with the raising the individual to such lofty standards because there already are imbalance in power, oppressive conditions and injustice.
The characterization of benevolence, rationality and intentionality of individual minds fails to subdue self centered motives of individuals and therefore too inimical to far-reaching and universal positive influence. People consolidate in families, communities, systems and clubs; some open, some exclusionary.
With the capacity to selforganize comes the awareness for interests, values and perception of how much power groups possess. Relatedness therefore defines this perception; the awareness, giving and taking of power and the exercise thereof. The same goes with intragroup or intergroup relations. However, consolidation brings with it both harmony and tension, simultaneously. Once again, the incentive for mutually annihilating conflict is removed as essentially, the tendency to group essentially dampens the dissemination of a single reality system.
Influence therefore becomes a matter of coordinated interdependence and successful power; in addition, influence requires constant organizing and disorganizing to reach out as well as level the power bases of groups and their members Gergen, Good luck, would say the present day vociferous critique of inequity and exploitation.
But Gergen's admission of the shortcoming wrestles the stings out and challenges for a fresher look at the urge for joint perspectivesinequity is inadmissible but should violence solely be the way to reign in righteousness? The implication, on the other hand, for strategic leaders is even more powerful as insights that highlight the value of increased self awareness and the inalienable, constantly evolving relatedness consciousness of people as being the basis for sustainable organizational effectiveness Peck, can be viewed in newer lights.
To influence with or without formal authority, leaders are well advised to rationally consider the power and positions of relevant othersi. Related Papers. By Rich Miller. Personality and Learning Motivation. By Dorothea Wahyu Ariani. By Chandra Story. By Prof. Satya Subrahmanyam. Transformational leadership sub-dimensions and their link to leaders' personality and performance. By Sven Voelpel and Daniela Gutermann. Download pdf. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link.
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Leadership, power and influence 1
A leader's influence can determine how well common goals are met in the workplace. This power is a fundamental tool used by great leaders. The type of power used varies from person to person based on environment, personality and skill. In this article, we define what leadership power is and the 10 types of power in leadership. Leadership power is the influence that leaders have over their followers. It persuades others to support their efforts and do as they ask.
Philosophy of Leadership pp Cite as. Max Weber believed that the proper direction for social scientists is to probe the causes of unintended events, whether they are morally objectionable or not. Therefore the knowledge is already available and there is no need to resort to scientific enquiry to discover it. If the event is not intended by anyone, however, it is a fair assumption that its causes are not known and it is appropriate to mount a scientific enquiry to uncover them. Such a discovery will increase our power to control events, and that is what science is really aimed at. Consequently, they can regard the discovery of the causes of an unintended event as a useful scientific feat regardless of any debate about whether the event is good or bad.
The Relationship Between Power and Authority in Leadership
Power is the potential or capacity of a person or group to influence other people or groups. Authority is one particular kind of power given to an individual or group. Power depends on the relationship and the success of using power will depend on the values that you have to offer and the trust and respect in you.
When Simon Western's Leadership text first published, it received rave reviews from students, academics and practising leaders and managers all over the world. Written in an accessible style, the book challenges the notion of the individual or hero leader. Western develops the idea of leadership as a distributed process and provides a new framework for understanding and implementing this.
Politics refers to the distribution and exercise of power within a society, and polity refers to the political institution through which power is distributed and exercised. In any society, decisions must be made regarding the allocation of resources and other matters. Except perhaps in the simplest societies, specific people and often specific organizations make these decisions.
И сразу же услышала треск. Хейл, сидя на плите и действуя вытянутыми ногами как тараном, сорвал решетчатую дверь с петель, ворвался в комнату и теперь приближался к ней большими прыжками. Сьюзан швырнула ему под ноги настольную лампу, но Хейл легко преодолел это препятствие. Он был уже совсем .
Скрюченное тело Халохота темнело на тускло освещенной лестнице Гиральды.