question

-Boss

Hello Boss,

Leadership roles are often synonymous with power. When we think of leaders, we think of people who are making important decisions, controlling various situations, and providing guidance to those under him or her. As a result, power is often given to leaders based on interactional exchanges. However, leadership roles do not always equate to power in the way we may think. Given that there are many types of power, attention to behavior in relation to the power of leaders is important.

The study of behavior in leaders is what initially brought about the exploration of power. In an organization, leadership behavior is aligned with the organization in order to accomplish goals and solicit desired behaviors from subordinates. Behavior of leaders from an organizational standpoint is best understood by examining types of behavior. Derue et al. (2011) describe four types of leadership: task-oriented, relational-oriented, change-oriented, and passive leadership. In task-oriented behaviors, a leader takes an active role by delegating and clarifying tasks, as well as setting performance standards. In relational-oriented behaviors, leaders also take an active role, but does so in a way that relationships between the leader and subordinates are amicable. In change-oriented behaviors, leaders engage in a way that stimulates continued development. In contrast, passive leadership leaders seldom interact with subordinates. For most behavior orientations, the leader and the subordinates engage in interactions and exchanges which give way to power.

Power can be thought of as an exchange, it is both given and received. Power exists in different forms. Elias (2008) uses French and Raven’s taxonomy to describe power in terms of reward, coercive, legitimate, expert, or referent. Reward power is when incentive or compensation is used. Coercive power is when the person with power threatens a subordinate. Legitimate power is asserted through the role or the powerholder. When using expert power, the powerholder is thought to have higher levels or expertise, so power is given. In referent power, power is given by a subordinates in hopes of advancement. This taxonomy brings clarity as to how power can be gained from subordinates in organizational settings.

With this understanding of the typologies of power and leader behavior, we can begin to see the influence each one has on the other. The types of behaviors that leaders exercise have an effect on subordinates. Davis and Luthans (1979) describe behaviors as being overt and covert. Overt being the apparent actions and results, while covert being described as unobservable processes and perceptions. The behaviors of both the leader and the subordinate have importance to the relationship as well as the exchanging of power. Davis and Luthans (1979) also provide models as a way to explain behaviors and their consequences. In their models, a behavior is exerted, which is then received and processes, then solicits a response or consequence as a result. This further illustrates the relationship between behavior in leaders and power. Their behavior receives a response, depending on the response based on the initial behavior, the leader will be able to exercise the necessary power.

Understanding the behaviors of a leader is an important aspect when attempting to understand the power they have and exercise. Behaviors of leaders yield an exchange between leaders and subordinates that can lead to power. Behaviors can influence the type of power, and power can influence behavior. It could be argued that without these behaviors and the exchange involved, power would not exist.