The Effect Of Power Of Leadership On The Organization

Bolman & Deal suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resources, Political and Symbolic (Bolman & Deal, 2008). Unlike the other four frames, the Political frame sees an organization as a jungles, arenas or contests in which individuals and groups compete to achieve their interests in a world of conflicting viewpoints, scarce resources and struggles for power (Bolman & Deal, 2008). Like it or not all businesses and organizations are ran by people in power. Power is best defined as “the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things they would not otherwise do” (Pfeffer, 1992, p.30). According to the

A large part of organizational behavior could be explained in terms of coercive power rather than reward power. In a 1959 study, social psychologists John R. P. French and Bertram Raven developed a schema of sources of power in order to analyze how power plays function, or fail, in specific relationships. According to them, the concept of power is fundamentally relative, depending on specific understandings developed into relationships, and recognition of a quality that motivates the influence of the power holder, and carries out his or her intentions via the affected. It was French and Raven, who argued and established five significant categories of power, in addition to other minor categories. Coercive power is among the five significant categories, and the duo has noted that coercive power tends to be the most obvious, but at the same time least effective form of power. This, according to them, is because coercive power builds resentment and resistance from the people who are subjected to it. As threats, punishments and force are common means of exerting coercive power, relying on this type of power can result in a deficient leadership style. When viewed in a political context, coercive power is applied, and even tolerable, when applied with the justification of social and legal norms. It can also be tolerated when the leadership group is viewed as successful.

Recommendations for managers who demand to be leaders are to appearance compassion. To be a leader a person needs to see the world as an opportunity to change. They need to accept the employees ' dilemmas. Respect the assessment of the advisers and accomplish decisions that will be acceptable not only for them but the

The two major types of power are position power and personal power. Position power is power held by an individual due to the position they hold within an organization; whereas, personal power is power bestowed upon an individual due to their personal connection with (or likability) by their followers. power is divided “Position power includes legitimate, reward, and coercive power” (Northouse, 2010). “Personal power includes referent and expert power” (Northouse, 2010).

A manager needs to understand the interdependency of departments, internal partnerships, and the influence of power and politics to effectively manage across the organization. Effective managers use various political tactics to increase their power within the organization to coordinate and support the work of their peers and subordinates to meet company objectives. Managers regularly acquire and use power. Power-oriented behavior has an impact on managerial career progress, on job performance, on organizational effectiveness, and on the personal lives of employees (Obholzer, 1995). It involves the combined topics of power, influence, authority, and organizational politics. When running an organization, all these

From the Personal Power Profile, it can clearly be said my preferred power base is referent power and second is expert power. On the other end of the spectrum is coercive power. These results show I prefer to influence others through esteem, respect, and demonstrating practical knowledge and skills. Conversely, I absolutely do not care to influence or exercise power over another by coercion or administering punishment.

This paper will highlight and reflect, on some of my nursing experiences working in the healthcare industry. However, I would like to state nurses in practice face a plethora of conflicts, ethical and moral stress. I reference more importantly ethical and moral stress, because each day a nurse clocks in to work, must diligently place duty and obligation as the driving force to care for patients. However, working within an organization, has many constraints that stem from policies and regulations, resulting in a system based on traditional values and beliefs. The systems found in the healthcare organizations are systems with departmental responsibility based on checks and balances that provides systems for responsibility and accountability. In observation and practice, I have discovered, that the systematic structures in place, are also necessary, to reinforce standards of care, quality assurance and safety of patient care. Any adverse conditions can result in costly fines and loss of licensure for the healthcare organization.

1. Abudi, Gina. (August 26, 2011). The 5 Types of Power in Leadership. The Fast Track. September 30, 2012. Retrieved From http://quickbase.intuit.com/blog/2011/08/26/the-5-types-of-power-in-leadership/.

In the fifth chapter the authors defines five sources of power. They are; coercive power, reward power, legitimate power, expert power, and referent power. They explain why knowing these are very important by saying, “...understanding the sources and uses o power is essential to effective leadership, The ability to influence others can be based on a wide variety of factors.” (Hackman, 137) The sources of power do not overlap, but instead are used exchangeably in order to get the best results when leading a group of people.

In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.

Chapter sixteen discusses various leadership theories which can implemented by leaders to achieve success. The choice of leadership theory differs from leader to leader as they possess different vision and way of managing. A theory isn 't always perfect in itself, it is the endless effort of the leaders which makes the theory a perfect one. Two approaches of leadership that I prefer are Situational Leadership Theory and Servant Leadership Theory. Among many theories I prefer these two because I tend to practice those principles most of the time and I assume these are theories that I truly tend to continue in a long run.

This week, the author provided various kinds of powers in leadership as a tactics in order to influence their followers. The positions of power include legitimate, reward, coercive, expert and referent power. Having a legitimate power means the leaders are aware of their current position as their manager or supervisor and therefore their employees must follow their leadership. Leaders use reward power to control their followers by providing incentives or rewards such as promotion, pay increase, time off and more. Coercive power is the opposite of reward power. With coercive power, leaders uses punishment instead of rewards in order to motivate their followers. For example, leaders that use coercive powers may punish an employee by termination due to lack of work performance. Expert power is from the leaders ability to provide their knowledge and skills to the organization. Followers are motivated and influenced by these types of leaders due to their superior of knowledge, their high level or work performance that they bring to the organization. The last power leader use to influence their followers is referent power. Leaders with referent power influence their followers due to their trust and respect to their followers. Leaders with referent power ensure the safety and the equal treatment they practice to their followers. The outcome of leaders that uses their referent power is the admiration from followers. (Daft, 2015)

The concept of power is an applicable leadership concept. Leaders use power to decipher whether they have the ability to acquire the commitment or obedience from their workers/officers. Leaders that are educated or trained under the old-paradigm, have low levels of expectations of others around them, and tend to use

The second source of power that influences individuals and organizations behaviors is known as Personal Power. This power focuses more on the individual?s independent nature within the position that he or she has been placed. There are three sources under this power that are apparent in most organizations that are well managed. The first is expert power in which control is based on the knowledge or experience that the individual possesses in the position that he or she holds. Rational persuasion is the power to control behavior by being able

All organizations and enterprise, both profile and profit conducts their business via respect and involvement for those who work in them to attain superior results. This is achieved through involvement of good leadership. According to Uju (2013), leadership is the vision creation concerning a defined future state that seeks to entangle all organizational setting membership, with an influence that is necessary to the achievement of organization objectives. Leadership is defined as a process in which an individual influences others to attain an objective and guides the organization in a manner that makes it more coherent and cohesive. Corporate governance on the other hand refers to a manner, fact and act of controlling,