Leadership and Power Essay Example

a form of power, operating on a different level. Power is easily identifiable and comprehended, whereas authority pertains to a specific position. Leadership and power are utilized to impact people's actions. Power is instrumental in ensuring stability, order, and problem-solving within the organization, while leadership power fosters vision, creativity, and organizational change. The distribution of power plays a significant role in both power dynamics and leadership.

In my opinion, distributing power equally throughout the company, except for authority figures, results in higher performance in an organization's operating systems, which helps in decision-making. If companies were to eliminate CEOs or managers, there would be an excessive number of power-hungry individuals leading to chaos. Authority figures maintain organizational flow and ensure that employees fulfill their responsibilities and support the business's objectives. According to _Sources of Power in a Formal Organization_, there are five authentic sources of power.

The different sources of power, including coercive power, reward power, legitimate power, expert power, and referent power, offer valuable insights into the various ways in which power can be exerted. Coercive power relies on fear and has the potential to result in resistance. The use of intimidation serves as a means of punishment; however, being afraid of punishment does not necessarily mean having respect for authority. When employees are aware that they will face consequences, their resistance tends to grow due to the impact it has on their dignity and self-respect within the workplace.

Reward power is the opposite of coercive power. Compliance with someone else's wishes or directives is driven by the positive benefits that come from doing so, and individuals who can provide valuable rewards

hold power over others. When an organization takes away access to rewards or punishments, people start resisting the leader and their demands. On the other hand, legitimate power refers to formal authority in controlling and utilizing organizational resources.

Power can be described as the capacity to provide rewards and penalties, but it has limitations. When leaders no longer hold positions of authority, their influence over others diminishes. Conversely, expert power entails the ability to convince others through expertise, unique abilities, or knowledge. This power can impact compliance. If a leader demonstrates education and training in a particular business domain, employees will adhere to and respect their wishes and requirements. Nevertheless, if a leader lacks these qualities, the drive to excel and fulfill expectations diminishes.

Referent Power, according to Robbins and Judge (2009), is when an individual identifies with someone who possesses desirable resources or personal traits. This particular type of power has the highest potential for creating dedicated employees. These employees align themselves with their environment and with the individuals who have authority over them. It is not a hostile or challenging work environment, but one that harmonizes with their skills and beliefs. When a supervisor and an employee have a positive relationship and rapport, it results in a mutual understanding of the organization's needs.

Power can originate internally or externally, deriving from strong leadership skills and a reliable foundation. Alongside power, consequences inevitably arise, dependent on its usage and the recipients affected by it. These consequences encompass commitment, compliance, and resistance—forming the three-fold outcome empowered by power.

Resistance is when someone opposes carrying out the requests and decisions of the

agent (Becker 2006). Instead of actively agreeing with their leader or authority figure, they passively resist. This resistance can impact their effectiveness as a worker and can also set a negative example for other employees. It can create a mindset that they don't have to do their job because others can do it for them. The Dark Side of Leadership Power without accountability is often linked to various abuses, including financial waste, fraud, or sexual harassment.

Causes, consequences, and solutions exist for the dark side of power. Different mindsets are associated with its use. Some power is utilized in the interest of all people, while other forms are biased. The dark side of power arises when leaders prioritize their own success, causing harm to employees. Excessive power without accountability can result in numerous adverse consequences. Leaders isolating themselves from the rest of the organization leads to subpar decision-making due to a lack of necessary information for sound judgments.

Excessive power in leaders may cause them to disregard the same rules that apply to their subordinates, resulting in a sense of immorality. This can lead to unethical and illegal behavior, despite expecting their subordinates to follow the established rules. To address this issue and bridge the gap between leaders and followers, there are potential solutions available. These include involving the leader in daily activities, reducing follower dependence on the leader, and including outsiders in decision-making processes. Although these measures may not completely eliminate excessive power and its abuse, they can provide some assistance.

Leaders can prevent the disruption of their relationship with followers and the organization by understanding the negative aspects of power.

Informal power is a complex concept within an organization. It pertains to individuals without formal titles or authority but are recognized as deserving of being followed. This recognition may stem from their expertise, experience, or past achievements acknowledged by the organization and/or team.

Informal leaders are essential for a team's success and often have more power and influence than the formal leader. Despite not being bound by the same group goals and metrics as the formal leader, informal leaders can still have an impact that extends beyond organizational objectives. They possess recognized leadership qualities that motivate, mentor, and inspire their team members. In contrast, formal leaders may or may not display these traits, while informal leaders have earned the trust and respect of their team.

The formal leader often has to earn this role, as every organization and group has both informal and formal leaders (MarkHeinlein. com 2008). In our Department, the Administrative Assistant serves as the informal leader in our office. With her extensive experience and knowledge of the court system, she is able to assist others in completing tasks when the formal leader is unavailable. Informal leaders have capabilities that the formal leader may not possess. So, let's examine the informal and formal organization chart.

In the informal chart, there are stronger friendships and closer connections within the organization due to outside relationships. Informal power can be disruptive in an organization, as it often relies on the good old boy system. On the other hand, the formal chart promotes stability, structure, and a shared commitment to the organization's mission. In summary, this discussion has covered power and leadership within the

organization, encompassing both formal and informal aspects and their consequences. Overall, it highlights the presence of various power dynamics among individuals in an organization.

The source of power and how it is conveyed to employees is crucial. One significant aspect is the negative implications of power, which can make an organization dysfunctional. Having power does not imply superiority, but rather being in charge. To be a successful leader, it is essential to actively learn, acknowledge, and respect employees and organizational responsibilities.