Week Three Discussion Replies.

200+ word response each to the TWO students discussion posts. 

Alexander Sorden

Hello Class & Professor,

Leadership authority isn’t about controlling people, but rather about using it as a tool to get things done and keep everyone on the same page (Johnson & Johnson, 2017). As a former U.S. Marine Corps Gunnery Sergeant and now a Project Manager at Schneider Electric, where I manage North American data center projects, I’ve seen how personal power shows up in different ways; both officially and informally, at the individual, team, and company levels. Formal power comes from your job title and the rules you follow while in the military, as well as how you manage projects, resources, and risks in your company’s operations (Johnson & Johnson, 2017). But, honestly, the most important influence comes from informal power. For example, being an expert in things like making sure hazardous materials are safe, keeping operations safe, and managing the supply chain builds trust with engineering and other teams because they know your decisions are based on real skills (Johnson & Johnson, 2017). At the same time, being a good person who’s honest, communicates clearly, and cares about your team makes people want to work with you and trust you, which really helps teams get along and work well together (Johnson & Johnson, 2017). In a company with a matrix structure, these informal ways of getting power really help everyone stick with the company and stay committed, while just relying on your job title doesn’t really get you far.

To really understand how power is used effectively and positively, we need to look at what leaders are trying to achieve, how things are being done, and what the team is doing as a result. When power is used well, it’s like giving it a boost to help things move forward, clear out any unnecessary obstacles, create a safe space where team members feel comfortable sharing their concerns without fear of negative consequences, and let experts handle the decisions that matter most to them (Johnson & Johnson, 2017). Using power constructively also means working together to set goals that everyone can agree on, where everyone knows that their success depends on the success of the group (Johnson & Johnson, 2017). On the other hand, when power is misused, it can shift from helping the team achieve its goals to focusing on the leader’s own needs and power, often because of competition or a feeling of being threatened (Johnson & Johnson, 2017). Misuse of power can show up in ways like using force or relying on titles to make decisions, which can lead to people following orders without thinking about the bigger picture or the risks involved. Other signs of power abuse include keeping information to yourself to stay in charge, micromanaging people who are capable, and blaming others when things go wrong (Johnson & Johnson, 2017).

To keep power flowing smoothly and effectively, it’s important to stick to clear rules and processes, work together as a team, and lead with a servant’s heart (Johnson & Johnson, 2017). Using the U.S. Marine Corps Five-Paragraph Order (SMEAC) helps us make sure power is used to get everyone on the same page and understand what the commander wants to achieve (Situation, Mission, Execution, Administration/Logistics, Command/Signal). By making sure everyone knows why and what they’re doing, we can share power more evenly, so decisions can be made closer to where they’re needed (Johnson & Johnson, 2017). Also, it’s a good idea to switch roles and see things from different perspectives, so power is mainly used to help those doing the hands-on work like clearing obstacles and getting the right resources for engineers and logistics folks. Finally, asking for different opinions and encouraging good debate among everyone helps keep power from getting too focused on one person, so leadership stays strong and focused on getting the job done right (Johnson & Johnson, 2017).

Thanks Alex

References:

Johnson, D. W., & Johnson, F. P. (2017). Joining together: Group theory and group skills (12th ed.). Pearson.

Cassidy Zweizig

Power can be a very influential tool and can be used to build trust and make sure everyone is working toward the same goals. Power also shouldn't just be about having a title or being in charge. Power can come from different sources, such as legitimate, expert, referent, reward, and coercive power (Johnson & Johnson, 2016, pp. 226–229). At my job, I feel that most of my influence comes from knowledge and past experience with coworker relationships. Team members sometimes come to me for help with certain tasks or situations because they trust my judgment.

I think power is being used effectively when it helps the team succeed and actually makes employees feel respected. I have discussed multiple times how leadership involves influencing others to work toward shared goals (Johnson & Johnson, 2016, pp. 172–180). In my experience, communication plays a big role in this. For example, when our team has several tasks that need to be completed, I try to help everyone understand what needs to be done and why it matters. I also believe listening to other people's opinions helps create a better working environment.

Power can be abused when someone uses their position to control others, show favoritism, or make decisions without considering how it affects the whole team. The differences in power can affect relationships and participation within groups (Johnson & Johnson, 2016, pp. 235–248). I have seen situations where decisions were made without asking for input from the people actually doing the work. This creates frustration and makes employees feel like their opinions don't matter.

I try to use power constructively by always leading by example, treating everyone fairly, and remaining open to feedback at all times. The textbook was constantly emphasizing the importance of group decision-making and participation (Johnson & Johnson, 2016, pp. 275–298). I believe that even when I disagree with someone, it's still important to hear their perspective. My goal is to be someone my coworkers can trust and feel comfortable approaching. To me, being a good leader is not about controlling people but helping the team become stronger and more successful.

References

Johnson, D. H., & Johnson, F. P. (2016). Joining together: Group theory and group skills (12th ed.). Pearson Education. https://nu.vitalsource.com/books/9780134323305