pe

1. Why you believe it is the most important below:

· Personal Power

In additional to positional power, leaders can also leverage personal power. Personal power is derived from the followers based on their trust, admiration and respect for the leader. It is the power given to the leader by the followers based on the leader’s personality or expertise. It can be subdivided into two categories: expert power and referent power. When this power is applied through the use of appropriate influencing techniques, it can be very effective in gaining commitment in others. This is because it allows the leader to influence not just the followers’ behavior but their thinking as well through an appeal to personal attitudes, beliefs, and values. It is important to remember that followers can withdraw this power just as easily as they give it. Whereas position power encourages follower compliance, personal power promotes follower commitment with the use of proper influence tactics. Expert power is based on the knowledge and expertise one has in relation to those being led. It is being the subject matter expert or SME. The more knowledge, skills, talents, and proficiencies leaders have, the more power they can leverage. Those selected for command sergeant major (CSM) positions have usually served successfully as first sergeants or operations sergeants major. These jobs should have provided the knowledge and expertise essential for their success as a CSM. The challenge at the organizational level is that there may be many individuals in a battalion possessing more expert power than the CSM. This could include assigned warrant officers, various other noncommissioned officers, and those whose assignments have given them special knowledge or experiences. Part of leveraging expert power, is the leader’s effective utilization of all available expert resources to accomplish the mission. Post World War II research studies indicate that junior enlisted Soldiers had much more confidence in their noncommissioned officers than in their commissioned officers, i.e. platoon leaders. Understandably, this was because of the experience the NCOs possessed in comparison to the lieutenants, experience the Soldiers felt would keep them alive.8 This was expert power in its highest form. The second category of personal power is that of referent power. Leaders can offset a lack of expert power by leveraging their referent power. Referent power refers to the strength of the professional relationship and personal bond leaders develop with their followers.9 When followers admire leaders and view them as role models or even friends, they imbue them with referent power. People will work hard for such leaders simply because they want to look good in their eyes and not let them down. To put it another way, referent power is the power generated by relationships the brick and mortar of solid organizations. The stronger the relationship, the higher the probability things will get done and get done well. Also, referent power has the highest potential of all the forms of power to gain a strong commitment from the followers. General Dwight D. Eisenhower had exceptional interpersonal skills. Despite the fact that he did not deploy overseas in World War I, serve in combat, or command a unit larger than a battalion, he was selected in 1942 by President Roosevelt and General Marshall to be the Commanding General, European Theatre of Operations. This appointment was due as much to his relational skills as his professional or administrative competencies. Eisenhower did not disappoint. Through his interpersonal and social skills, he was able to gain the trust and confidence of both the allied and U.S. military and political leaders. Though he had fundamental disagreements with Churchill and other allies, it did not seem to affect their relationship.

· Leadership Styles

The application of influence tactics is also demonstrated through one’s leadership style. While the Army doctrinally does not advocate specific leadership styles, six of the most recognized styles were discussed by Dr. Goleman in his emotional intelligence research.16 The coercive and pacesetting styles are effective at gaining short-term follower compliance but generally have negative long-term consequences. The coercive style demands immediate compliance and can be described by the phrase, “Do what I tell you!” It is a toxic, disrespectful, and bullying style that almost always results in low follower morale and productivity. The pacesetting style on the other hand sets very high standards of performance. It is the “Do as I do and do it now” style. It is characterized by a leader who is a workaholic, role models high standards, wants everything to be better and faster, and promptly replaces those who do not measure up. Pacesetting leaders expect followers to know what to do and, if they need to be told what to do, they are the wrong fit for the job. Pacesetters usually believe follower development is a waste of time and resources. Legitimate requests and pressure are common influencing tactics employed by these two leadership styles. Dr. Goleman believes the other four leadership styles are much more effective at achieving a positive climate, high levels of performance, and deeper follower commitment. Probably the most effective of the four is the authoritative style. The authoritative (not authoritarian) style mobilizes people toward a common vision and says, “Come with me.” The leader enthusiastically works to get people on board with the vision. The leader’s focus is follower ownership and buy-in of the vision. It is a style that is noted for very effective communication skills. Next, the affiliative leader says, “People come first.” It is a style that creates harmony, emotional bonds, trust, honesty, and teamwork. Followers are given the freedom to do their jobs and flexibility is always enhanced by this style. Then there is the democratic style. It builds consensus through participation and asks, “What do you think?” The democratic style is noted for open dialogue, effective listening, and collective decision making. There are also high levels of follower frustration resulting from this style because of endless meetings and the time required to arrive at a final decision. Finally, the coaching leadership style develops people for the future and is characterized by the phrase, “Try this”. It focuses more on personal development than immediate work related tasks. It is the least used style because leaders indicate they do not have the time to engage in the slow process of helping followers grow. Soft influencing tactics such as participation, consultation, personal appeals, and relationship building are the hallmark of these four styles. Many sergeants major do not put a lot of thought into their style of leadership beyond the traditional military maxim of “come in hard” when entering a new organization. The point of the Goleman styles is not that one is better than another, but that they all have a purpose and an associated methodology that can prove very effective when aligned with the leaders’ sources of power, selection of appropriate influencing techniques, and application of those techniques through the use of EQ skills. When considering your style as a leader, you must analyze it from this broader perspective to ensure you have properly aligned all the components of power and influence to support your actions and behavior. If not, the consequential misalignment will achieve results you probably never wanted or expected.

2. Summarize how these elements will affect your ability as a leader to influence your subordinate leaders and superiors by shaping trust, credibility, and ethical judgment, as well as your superiors