The Dark Night : The And Chief Of Police

The power and influence theory focuses on the different ways a leader uses power and influence to get things done. The most well known of power and influence theories is French and Raven’s Five Forms of Power. This model distinguishes between using your position to exert power and using your traits to be powerful. It says that using personal power is the best because expert power (the

Power refers to the ownership of power and impact over others. Contingent upon how power is utilized, it can prompt positive or negative conclusions in an association. Control in individuals is similar to power in batteries; the higher the voltage of battery, the more electromotive energy it can convey; subsequently, it can have more noteworthy effect. Likewise, individuals with more prominent wellsprings of force are better ready to lead and impact others than individuals with less and lesser wellsprings of force. The all the more influential you are, the more impact you ought to have. Persons can have master force; referent force; prize force; coercive power or true blue force.

The intent of the sending questionnaires to about 1,200 police chiefs was to evaluate the federal program to support community policing. Thus, the units of analysis in this study are the police chiefs. Typically, a unit of analysis is an essential element of a scientific research project since it is 'who' or the 'what' that the study is analyzing (Punch, 2003). Here, the each of the 1200 police chief serves as a unit of analysis since they are the basic element on which the study is conducted or from which data is collected. Information from the unit of analysis will be useful in evaluating the federal program instituted to support community policing.

Sources (Bases) of Power Power, as it relates to leadership, is the ability to influence the behavior and attitudes of others. Influence is the degree of actual change in the target person’s attitudes or behaviors. (Shriberg, Shriberg, & Kumari, 2010, pp. 116-117) In 1959, two psychologists, French and Raven, created a list of power sources. They named five sources from which individuals derive power: expert power, referent power, legitimate power, reward power, and coercive power.

Power is commonly defined as the capacity or ability to influence others (McShane & Von Glinow, 2015, p. 284), whether that power is derived from a person, team or organization. Power, therefore is a necessary component to effective organizational behavior. Large organizations experience a great deal of power shifts as personnel changes are made. These inevitable shifts have the potential of creating interpersonal conflicts, as work performance is often measure by past successes. When a person steps into a new position within an organization, understanding office politics and sources of power utilized by their superiors may be necessary in effective assimilation into the new position.

Power can come from several different sources. There are power sources such as: legitimate, coercive, reward, expert, referent, and charismatic (Lester & Parnell, 2006). The power that was shown by George Phalen reflects the legitimate power. “Legitimate power is obtained by virtue of the position one holds in an organization” (Lester & Parnell, 2006, p. 8-10). Mr. Phalen is the President of the Fuel Systems Division in Astro Tech. Phalen appreciates the higher power playing a senior role model. He carries powerful authority within the entire division. Jim McGee’s source of power relates to referent power. Referent power is when someone has the admiring trait so much that they allow a specified person to exercise the power over them because they want to satisfy the other (Lester & Parnell, 2006).

Distribution and the use of power in organizations is an important issue since the very early existence of bureaucracy. Managers use various sources of power at their disposal to lead, motivate, and control the work of their subordinates such as legitimate, reward, coercive, and referent powers. Most of organizations are based on the hierarchy and chain of command where the title of the leader reflects the status within the organization. Based on the hierarchal status, the leader is able to exert more power on the subordinates. Legitimate

Leadership requires the ability to identify opportunities for improvement. But to bring these opportunities to reality, leaders must have the skills of influence. Influence is a capacity of power, it is the ability to make things happen (Bolman & Gallos, 2011, p. 74). For as Bolman and Gallos (2011) write “without power, administrators can 't lead because no one will follow and they can 't get anything done” (P.73). These authors go on to identify that while position the power is a foundational resource for leaders, but successful leadership comes from using ones influencing through many forms of power such as “having information, expertise, control of resources, personal skills, relationships, allies, the capacity to reward, and many others" (Bolman & Gallos, 2011, p. 74). The key though to successfully leadership and influencing change is to be able to sit back and look at the situation at hand with a greater prospective, analyzing to identify the key stakeholders and their power with in the situation, their points of buy in and potential resistance. Taking time to identifying these points, a leader can prevent many of the pitfalls that slow change and build resistance. For as Hechanova and Cementina-Olpoc (2013) identify academic leadership requires using “referent and relational power as their main basis for influence” due to the fact that these are often peer leaders, or leaders that have risen from the

Leaders must have certain powers to influence other people’s behaviors and persuade them to follow his desires. Powers come from different sources, such as legitimate power, reward power, coercive power, referent power and expert power (Denhardt, Denhardt & Aristigueta, 2013, p 246).

Power and influence have long been ingrained into the framework of leadership. They are the dynamic duo that have been heavily utilized by all leaders throughout history. Although power is primarily associated with the leader, it’s imperative that we view power as a function of the leader, the follower, and the situation (Hughes et. al, 2009, p. 135) . In the context of leadership, Hughes et.al. defines power as the capacity to produce effects on others or the potential to influence others (2009, p.135). There are many examples throughout time that demonstrate the positive and negative influences that power has held over individuals and large groups of people. But where does a leader’s power stem from? The sources of power is an integral part of leadership. This paper will serve to examine the five bases of power as outlined by Raven and French. The primary focus of this paper will be on the development of the five bases of power, the connection between power and oppression, the impact on leadership practice, and the relation to other similar theories.

The topic that I chose for my semester project is Power and Leadership. The main points within the main subject I am focusing on are Power in Organizations, Sources of Power, The Dark Side of Power, and Empowerment. I will define each, apply them to every day business situations and theoretically analyze the context. The topics that I have chosen will give good insight to what Power and leadership really are and how they are used in are everyday businesses organizations to give a general understanding of what it means to be powerful.

In its simplest definition, power is regarded as the ability to influence to behavior of other people using different tactics to push or prompt action. It is as well referred as the possession of authority and influence over others. Depending on how it is used, power can lead to either positive or negative outcomes. There are different sources of power that one can gain power in different places such as country, organization or any other place that leadership is required. Additionally, there are different types of power that are used in different scenarios. This research looks into different sources of power through analysis of the different sources of power, identifying helpful information from the sources, and finally explaining how to apply the information learnt from the sources to influence employees in the workplace (Green, 1999).

According to our text, Leaders are influential by use of Power. The academic term for power is getting others to accomplish a goal individually or in a group. In theory, Leaders are effective by the way they affect others. Legitimate, Reward, Coercive, Expert and Referent power are all textbook terms to explain how leaders engage others to meet organizational goals. Whether, hiring or firing, bonuses, reprimand, technical expertise and character or respect of the leader.

First, let’s look at where leadership power comes from. Johnson suggests that there is a power classification system that identifies five power bases. These power bases include:

Power can be defined as the ability to influence others towards a common goal. Power has always been interconnected with the perception of leadership, as a person can employ their power while not being a leader, but cannot be a leader without power. A leader can use their power to accomplish goals and inspire those they lead to produce superior performance. Leaders make important decisions and safeguard the integrity of the organization. There can be several types of personal and positional power that an effective leader can develop to achieve and retain the position of influence. However, the appropriate and effective use of these sources of power is left open to the interpretation of each individual leader. Attaining organizational goals that will have an overall positive impact on that organization will require effective