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  • CHOGM: Commonwealth Head Of Governments Meeting

Power ko... Presentation Transcript

  • 1. GFPS 3043
    GFPP2403
    ORGANISATIONAL LEADERSHIP
    POWER,
    Authority & Influence in Organizational Leadership
    PRIDHIVRAJ NAIDU
    127445
    UNIVERSITI UTARA MALAYSIACOLLAGE OF LAW, GOVERNMENT AND INTERNATIONAL STUDIES
  • 2. POWER IN ORGANISATION
    Power
    Power may be regarded as the ability to
    determine the behavior of others or to decide
    the outcome of conflict where there
    is disagreement.
    It is likely to be resolved according to the
    relative resources of power available to
    the participants. (Tony Bush, 2003)
  • 3. Influence
    Influence represents an ability to affect
    outcomes and depends on personal
    characteristics and expertise. (Tony Bush, 2003)
    Authority
    Authority is legitimate power which is vested in
    leaders within formal organizations. (Bolman
    and Deal,1991)
  • 4. POWER IN ORGANIZATIONAL LEADERSHIP
    5 sources of power
    that leaders should draw on within
    organizations:
    1. Legitimate power
    2. Reward power
    3. Coercive power
    4. Expert power
    5. Referent power
  • 5.
  • 6. The 5 Sources of powerTun Mahathir
    1. REFFERENT POWER
    Referent power based on desires others have to identify favorably with us or with what we symbolize to them.
    Tun M; Foreign Policy
    South Africa - Apartheid (1948-1994)
    1987 Tun M- boycott CHOGM
    1989 Malaysia hosted
    Kuala Lumpur Declaration
    proposed Suspension of South Africa
  • 7. The 5 Sources of power Tun Mahathir
    2. LEGITIMATE POWER
    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)
    Operation Lalang;
    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.
    (The Star; 28 Oct 1987; Retrieved 12 Sept 2010)
  • 8. The 5 Sources of powerTun Mahathir
    3. EXPERT POWER
    Expert power comes from experience or education. (DarekKleczek, 2008)
    -Almost 40yrs of political career: 1963-2003
    -Experience in various fields: Minister of education, International Trade, Deputy PM, consequently PM for 22 yrs
    -Education:a doctor by profession
    -Writer: of 15 titles, beginning with
    The Malay Dilemma(1970) till Chedet.com(2008)
  • 9. The 5 Sources of power Tun Mahathir
    4. REWARD POWER
    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)
    Rebirth of UMNO,
    UMNO Baru – after 1988 crisis:
    Tan Sri Datuk Seri Mohamed B Haji Rahmat
    Singel handedly worked on & established UMNO (baru)
    He was reinstated as the information minister (1987-1999) & subsequently Malaysian ambassador to Indonesia
  • 10. The 5 Sources of power Tun Mahathir
    5. COERCIVE POWER
    Coercive power is a supervisor pursued an employee to do their work or they can be fired or demoted.(Brandi Rivera, 2006)
    Cabinet Reshuffles:
    Over 22 yrs as PM: 8 major Cabinet Reshuffles.
    During which Tunremoved 36 Full ministers from any cabinet posts.
  • 11. INFLUENCE IN ORGANISATIONAL LEADERSHIP
    9 general tactics in trying to influence others:
    (Angelo Kinicki and Brian K. Williams)
  • 12. INFLUENCE IN ORGANISATIONAL LEADERSHIP
  • 13. 7 differences between authority and influence(Bacharach and Lawler ,1980)
  • 14. 7 differences between authority and influence(Bacharach and Lawler ,1980)
  • 15. CONCLUSION
    Power, influence and authority are the most important aspect in organization leadership.
    It prevails as the administration of leaders that lack any one of it may collapse easily under pressure or problem.
    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.
  • 16. THANK YOU
    By: PRIDHIVRAJ NAIDU