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Leadership and power jess pp
- 1. Leadership and Power JessMorritt
- 2. What is Power? 'Whilean individual may exert power without being a leader, an individual cannot be a leader without having power'. (Bal, et al., 2008)
- 3. Leadership by ExercisingPower Individuals ascend to leadership positions by exercising power in one of 3 ways: Persuasive Power Erudite Power Positional Power
- 4. 7 Bases ofPower Power of position Power of charisma Power of relationships Power of information Power of expertise Power of punishment Power of reward
- 5. The 7 Csfor Keeping Power in Perspective Character Courage Commitment Cautious attentiveness Connectability Contribution to the welfare of others Creative perception
- 6. How Leaders LeveragePower Effectively • Make Relationships a priority • Don't overplay your personal agenda • Maximise your communication network • Be generous with information • Make the most of your position • Develop your brand of charisma • Be the expert • Tailor your power to reward others • Reward with Words • Punish with purpose • Teach others
- 7. References Bal, V., Campbell,M., Steed, J., & Meddings, K. (2008), A CCL Research White Paper: The Role of Power in Effecive Leadership. Retrieved December 21, 2011, from http://www.ccl.org/leadership/pdf/research/roleOfPower.pdf Hughes, D. (2010). Don't get tripped up on power: the 8 c's for keeping power in perspective. SuperVision, 71(9), 8- 10. Retrieved December 21, 2011, from ProQuest database.
Editor's Notes
- #3 (Bal, et al., 2008) Image sourced from: http://www.learning3pointzero.com/2011/06/02/knowledge-longer-power/&docid=goAHhM3EWVcQlM&imgurl=http://www.learning3pointzero.com/wp-content/uploads/2011/06/knowledge_is_power.jpg&w=400&h=415&ei=MiTzTulix9HhBInBzI0I&zoom=1
- #4 Persuasive Power: Usually the result of the ability to connect with others and through this persuade their actions. This is a reflection of charisma, or ability to draw people in. Erudite Power: Gained through extensive knowledge of an area of expertise. People drawn to this type of leader because they are seemed an expert of their field. Positional Power: Based on the ability to control others by virtue of hierarchical order. This can be observed in any employment situation where there are levels of employees. Image sourced from: http://www.massagemag.com/News/8615/30/the-un-comfort-zone-with-robert-wilson-leadership-vs-power/%3Fskeyword%3Djohn%2520f.%2520barnes&docid=z4eAVGhpz63pFM&imgurl=http://www.massagemag.com/cms/images/stories/2010/02/leadershipwilson0210.jpg&w=500&h=375&ei=ZSfzTrb7Hoj34QSF3tGNCA&zoom=1 (Hughes, 2010)
- #5 1. Power of Position: formal authority derived from a persons title or position. 2. Power of Charisma: the influence that is generated by a leaders style or persona. 3. Power of Relationships: the influence that leaders gain through their formal and informal networks. 4. Power of Information: the control generated through the use of evidence deployed to make an argument. 5. Power of Expertise: the influence that comes from developing and communicating specialized knowledge. 6. Power of Punishment: the ability to sanction individuals for failure to conform to standards or expectations. 7. Power of Reward: the ability to recognize individuals for adhering to standards or expectations. (Bal, et al., 2008) Image sourced from: http://ocdaboutvincent.blogspot.com/2011/09/lucky-number-7seven.html&docid=skXPFLLlP__xSM&imgurl=http://2.bp.blogspot.com/-IFvOrO4V0Zg/TneODOXnqFI/AAAAAAAAAro/lkS3k_7mZAk/s1600/gold-number-7%2525255B1%2525255D.jpg&w=251&h=350&ei=UCjzToDiFYb04QTl_cyNCA&zoom=1
- #6 1. Character: The ability to manage the demands of being a leader, maintaining integrity, honesty, and selflessness at all times. 2. Courage: Courageous individuals take calculated risks, being prepared to either have a positive or negative outcome. 3. Commitment: This is the will and strength to keep moving ahead in spite of set backs 4. Cautious Attentiveness: All the available facts are needed before making decisions to ensure all options are looked at. 5. Connectability: Having the ability to understand and connect with others is a key component in forming positive interpersonal relationships. This can also expand the sphere of influence, access to resources, and the capacity to make things happen. 6. Contribution to the Welfare of Others: Having the willingness to serve others and to put their needs and desires before your own is reflected in the attitude and actions of a good leader. 7. Creative Perception: A leader must be able to clearly articulate their vision in order to inspire and motivate others. (Hughes, 2010)
- #7 Make relationships a priority: Seek to understand others better and acknowledge the needs of others in order to build the social capital required to influence others now and in the future. Repair damaged relationships and the image others may have of you. Look for ways to reestablish trust with others through face-to-face interaction and the sharing of honest feedback. Don’t overplay your personal agenda: Leaders will need to be aware of these negative perceptions if they are to effectively leverage the power of relationships. Be careful to ensure that advancing your own agenda is not perceived as a misuse of power. Maximize your communication network: Look to expand your communication network to find people who may be untapped sources of information. Be generous with information: If you are a central node or conduit of information, remember that keeping information to yourself has potential negative consequences. Share information broadly and with integrity. Of course, you don’t want to make the opposite mistake and reveal confidential or personal information. Make the most of your position: find subtle ways to communicate your formal authority. You might include your title on your e-mail signature, communicate in meetings where you normally keep quiet, or modify your style of dress so that you resemble people at the level above you. Meanwhile, expand your use of other sources of power. Develop your brand of charisma: The key to better leveraging the power of charisma (whatever your level of charisma may be) is to make small changes in your image while maintaining your authenticity. Maintain the characteristics that make you who you are, but try to identify two or three behaviors that might increase your ability to connect with others (such as making more eye contact, smiling more often). Be the expert: it comes from actual expertise (such as an advanced degree or relevant experience) or the perception of expertise. Don’t be shy about putting your credentials on your business cards or on your e-mail signature, or talking about your experience and expertise. Tailor your power to reward others: Ask your team members what they would find rewarding. Some team members may find a group picnic or outing highly rewarding. Others may find such an event tedious or tiring. Time off or flexibility of hours might work for some employees; others may not even take notice. Whatever their incentive, don’t make the mistake of assuming that one reward fits all. Reward with words: during the course of a typical working relation- ship, it takes a ratio of 4:1 (4 positives for every negative) for a receiver of feedback to believe that the feedback has been fair. This does not mean that you have to give a team member four positive pieces of feedback every time you have a negative message to deliver. What it does suggest is that many of us have a long way to go in terms of acknowledging what our people are doing right. Punish with purpose: When team members fail to live up to expectations, a good dose of corrective (but kind) feed- back can work wonders – not only to get the job done, but also to establish more power for yourself. Communicate and enforce your standards, but be sure to provide support along the way. Teach others: If you want to empower the people you lead, you also need to teach them to use the power they have available to them. (Bal, et al., 2008) Image sourced from: http://chestofbooks.com/architecture/American-House-Carpenter/376-The-Lever-Exemplified-By-The-Steelyard.html&docid=Hx5CcNyiqCQo6M&imgurl=http://chestofbooks.com/architecture/American-House-Carpenter/images/376-The-Lever-Exemplified-By-The-Steelyard-310.jpg&w=407&h=269&ei=cizzToU344LiBN-40Y0I&zoom=1