Organizational Leadership - Case Mahathir


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  • CHOGM: Commonwealth Head Of Governments Meeting
  • Organizational Leadership - Case Mahathir

    1. 1. GFPS 3043<br />GFPP2403<br />ORGANISATIONAL LEADERSHIP<br />POWER,<br />Authority & Influence in Organizational Leadership<br />PRIDHIVRAJ NAIDU <br />127445<br />UNIVERSITI UTARA MALAYSIACOLLAGE OF LAW, GOVERNMENT AND INTERNATIONAL STUDIES<br />
    2. 2. POWER IN ORGANISATION<br /> Power<br />Power may be regarded as the ability to <br />determine the behavior of others or to decide <br /> the outcome of conflict where there <br /> is disagreement. <br /> It is likely to be resolved according to the <br /> relative resources of power available to<br /> the participants. (Tony Bush, 2003)<br />
    3. 3. Influence<br />Influence represents an ability to affect <br />outcomes and depends on personal <br /> characteristics and expertise. (Tony Bush, 2003)<br /> Authority<br /> Authority is legitimate power which is vested in <br /> leaders within formal organizations. (Bolman<br /> and Deal,1991) <br />
    4. 4. POWER IN ORGANIZATIONAL LEADERSHIP<br />5 sources of power<br /> that leaders should draw on within<br /> organizations:<br />1. Legitimate power<br /> 2. Reward power<br /> 3. Coercive power<br /> 4. Expert power<br /> 5. Referent power <br />
    5. 5.
    6. 6. The 5 Sources of powerTun Mahathir<br />1. REFFERENT POWER<br />Referent power based on desires others have to identify favorably with us or with what we symbolize to them. <br />Tun M; Foreign Policy<br />South Africa - Apartheid (1948-1994)<br />1987 Tun M- boycott CHOGM<br />1989 Malaysia hosted<br /> Kuala Lumpur Declaration <br /> proposed Suspension of South Africa<br />
    7. 7. The 5 Sources of power Tun Mahathir<br /> 2. LEGITIMATE POWER<br />Legitimate power is an officer believing that the orders being given are true, even if they may be coming from a higher power that does not normally give out orders. (Brandi Rivera, 2006) <br />Operation Lalang;<br /> October 1987, detention of 105 political leaders, civil activists, prominent citizens on the basis of civil disruption and seduction on direct orders from the Prime Minister, Dr.M.<br />(The Star; 28 Oct 1987; Retrieved 12 Sept 2010)<br />
    8. 8. The 5 Sources of powerTun Mahathir<br /> 3. EXPERT POWER<br />Expert power comes from experience or education. (DarekKleczek, 2008) <br /> -Almost 40yrs of political career: 1963-2003<br /> -Experience in various fields: Minister of education, International Trade, Deputy PM, consequently PM for 22 yrs<br /> -Education:a doctor by profession<br /> -Writer: of 15 titles, beginning with <br />The Malay Dilemma(1970) till<br />
    9. 9. The 5 Sources of power Tun Mahathir<br /> 4. REWARD POWER<br />Reward power is who employee believes that they are going to get some type of reward for doing their job or by following their supervisor order.(Brandi Rivera, 2006) <br />Rebirth of UMNO,<br />UMNO Baru – after 1988 crisis:<br />Tan Sri Datuk Seri Mohamed B Haji Rahmat<br />Singel handedly worked on & established UMNO (baru)<br />He was reinstated as the information minister (1987-1999) & subsequently Malaysian ambassador to Indonesia<br />
    10. 10. The 5 Sources of power Tun Mahathir<br /> 5. COERCIVE POWER<br />Coercive power is a supervisor pursued an employee to do their work or they can be fired or demoted.(Brandi Rivera, 2006)<br />Cabinet Reshuffles:<br />Over 22 yrs as PM: 8 major Cabinet Reshuffles.<br />During which Tunremoved 36 Full ministers from any cabinet posts.<br />
    11. 11. INFLUENCE IN ORGANISATIONAL LEADERSHIP<br />9 general tactics in trying to influence others:<br /> (Angelo Kinicki and Brian K. Williams)<br />
    13. 13. 7 differences between authority and influence(Bacharach and Lawler ,1980)<br />
    14. 14. 7 differences between authority and influence(Bacharach and Lawler ,1980)<br />
    15. 15. CONCLUSION<br />Power, influence and authority are the most important aspect in organization leadership.<br />It prevails as the administration of leaders that lack any one of it may collapse easily under pressure or problem.<br />Leaders, like Tun Mahathir whom has had and used all of the sources of power, authority & influence, had everybody to follow his mode of leadership.<br />
    16. 16. THANK YOU<br />By: PRIDHIVRAJ NAIDU<br />