write a reply with a minimum of 200 words, for the power point presentation attached
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PowerandPoliticsweek6individualpresentationmgt301.pptxPower and Politics
Sharon Ewing
MGT 301
April, 15, 2018
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Have you ever worked in an environment where someone was power hungry? We all display our own forms of power in the workplace. “Power, at its core, is the ability of a person to exert her will over another” (Lister, 2018). Personality, along with the degree to which an organization allows, determines the use of power. In a positive form, power can excel a business to success.
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What kind of leader will lead a company to success?
This Photo by Unknown Author is licensed under CC BY-NC-ND
This Photo by Unknown Author is licensed under CC BY-NC-SA
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“Leaders use power as a means of attaining group goals” (Robbins, & Judge, 2017, pg. 423). While the images in these slides both show leaders, we note that in the first image the leader is leading the team while in the second image the leader is commanding the team. “An employee attempting to exercise a type of power inappropriate for a given situation may find coworkers less receptive to obeying her demands” (Lister, 2018).
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Each type of power affects a person’s ability to lead and succeed in the leadership role. Formal power is based upon one’s delegated role within his company. A formal power can “coerce or reward” (Robbins & Judge, 2017, pg. 424) in order to gain the results he is seeking. Personal power is based upon an person’s personality. A person who displays positive attributes and expertise often gains the respect and admiration of others.
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Formal Power
Coercive Power
Reward Power
Personal Power
Expert Power
Referent Power
Legitimate Power
Formal Power
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Holding a role that requires formal power is important for a company that wants to lead its employees toward one goal. Having a leader that gains the trust of his employees is an important feature of this role.
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Coercive Power
“The coercive power base depends on the target’s fear of negative results from failing to comply” (Robbins & Judge, 2017, pg. 424).
Reward Power
“Someone who can distribute rewards others view as valuable will have power over them” (Robbins & Judge, 2017, pg. 424).
Legitimate Power
“The formal authority to control and use organizational resources based on the person’s structural position in the organization” (Robbins & Judge, 2017, pg. 424).
Personal Power
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Unique characteristics often lead to personal power. While a person with formal power often contains personal power, a person with personal power is not always in a formal power position. Success of a company is often attributed to a leader who has both formal and personal power.
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Expert Power
“Influence wielded as a result of expertise, special skills, or knowledge” (Robbins & Judge, 2017, pg. 425).
Referent Power
“Based upon identification with a person who has desirable resources or personal traits” (Robbins & Judge, 2017, pg. 425).
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Research has identified nine different influence tactics. While some are more effective than others, each plays its own role in power.
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“The effectiveness of tactics depends on the audience” (Robbins & Judge, 2017, pg. 430). Individuals respond to the nine power tactics differently. Those individuals with good self esteem and a preference of control often comply with soft power. Individuals who are task oriented and look to outside motivation often comply with hard power tactics. Each individual is unique in the tactics that motivate them.
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Legitimacy
Pressure
Coalitions
Ingratiation
Personal Appeals
Exchange
Consultation
Inspirational Appeals
Rational Persuasion
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Corrupt power can have adverse effects on a person. In its most negative forms, corrupt leaders care more about his own interests than that of his employees and to react negatively when his competence is challenged. Corruption commonly occurs when a leader makes an exception to a rule that is of benefit to him over his employees.
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“Political behavior in organizations consists of activities that are not required as part of an individual’s formal role but that influence, or attempt to influence, the distributions of advantages and disadvantages within the organizations” (Robbins & Judge, 2017, pg. 433). Both individual factors and organizational factors play a role in political behavior. An effective manager is able to balance the political nature within an organization. When balanced, a leader who includes politics in his decisions is more likely to be found in higher roles within a company.
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Effective Management
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Common characteristics can be found in leaders whether they were born as leaders or advanced to become leaders. Being a good leader requires specific characteristics that are developed and grow over time. “ A good leader, whether they naturally possess these qualities or not, will be diligent in consistently developing and strengthening them in their leadership role” (White, January/February 2015). Effective management and successful leadership are the key to succeeding in a world full of power in politics.
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Exemplary Character
Enthusiastic
Confident
Tolerant, Calm, and Steadfast to Purpose
Function in orderly and purposeful manner
Analytical Thinking
Committed to Excellence
References
[Leaders image]. (n.d.). Retrieved April 15, 2018, from leadershipfreak.files.wordpress.com
[Leaders image 2]. (n.d.). Retrieved April 15, 2018, from www.internetmonk.com
[Leaders image 3]. (n.d.). Retrieved April 15, 2018, from keepingkidsfirst.files.wordpress.com
[Leader circle]. (n.d.). Retrieved April 15, 2018, from leadinglearnerdotme.files.wordpress.com
[Corruption image]. (n.d.). Retrieved April 15, 2018, from www.oxfamblogs.org
[Right/wrong image]. (n.d.). Retrieved April 15, 2018, from 1.bp.blogspot.com
Lister, J. (2016, October 26). What Is Power in the Workplace? Retrieved April 15, 2018, from http://smallbusiness.chron.com/power-workplace-16060.html
Robbins, S. P., & Judge, T. A. (2017). Organizational behavior. Harlow: Pearson Education.
White, B. (2015). 7 QUALITIES OF A GOOD LEADER. Soccer Journal, 60(1), 44
White, B. (2015). 7 QUALITIES OF A GOOD LEADER. Soccer Journal, 60(1), 44.
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