In addition, they should also be held accountable for these decisions. These ideas are thought to be true in most circumstances, but typically there are variations when dealing with each individual belief. Within the obligation category, certain issues may not always be handled easily. The strict belief to always do what is morally right may not leave much room for compromise in the business world. The inability to look past the right choice to the most beneficial one, the obligation to right versus wrong, and the idea of equality in the workplace may result in problems in the workplace for a person who holds these values within the obligation category.
MGT/311 WEEK 4 DQ 2 DQ2: An effective manager accepts the political nature of organizations. Power tactics are used to translate power bases into specific action, and there are a number of tactics that could be used in various situations. As a manager trying to influence your employees, what tactics would you personally be most likely to use? Why? What tactics have been used by your manager that have been effective?
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
Legitimate Power represents the authority to control and use the resources of the organization and is broader than the power to coerce or reward. This is by being accepted by members in an organization who are in the position of authority. When an authority figure speaks usually the employees listen and comply. Personal Power Personal Power is a power that comes from the unique characteristics of an individual. There are two types of Personal Power: Expert and Referent.
HCS 475 Leadership Style Paper Leadership is something not everyone can do in their lives, and for one it should be defined as a process by which a person can influences others around them to accomplish an objective as well as to direct the organization in a way that can make it grow and be a successful organization. The role of leadership within any organization would be determined by the culture the organization as set in place from the beginning and established it to the employees. A good leader sees the best in people and figures out what it takes to motivates the individuals. Leadership style is a form of manner and approach in which an individual can provide direction, implementing plans, motivating, and influencing people. These
Absolute Power and Corruption Laticia Brown ABS 415: Leadership and Ethics in a Changing World Instructor: Pinkerton October 09, 2012 Introduction "Power is defined as the ability to get someone to do something you want done or the ability to make things happen in the way you want them to." (Schermerhorn, Hunt, & Osborn, 2005). Within an organization, managers derive power from various sources such as through the use of manipulation or coerciveness. Power gives an individual access to control his/her subordinate; the employee believes the manager has the authority and thus will obey. However, some leaders will attain power at the expense of morality.
When things are quite clear, or very chaotic, people respond well to being told what to do - Task Orientation When the situation is moderate, people often need to be convinced or appealed to - Employee Orientation Substitutes for Leadership Jermier & Kerr found that situational variables can actually substitute or neutralise the need for leadership: – Alternative approaches that can at least partially substitute for the need for leadership or can sometimes overcome poor leadership • • • • Professional orientation Direct feedback from the task Cohesive work group (with positive performance norms) Ability, experience and training Limitations of Contingency Perspective States the importance of context, but theories often employ a ‘matching’ framework (e.g. Fiedler) Often focus is more of relationship between follower and leader, making it hard to consider environmental dimensions Can often ignore or silence formal power relation s(such as the importance of hierarchy) 9 28/03/2014 CONTEMPORARY Perspectives on Leadership 1. Transactional 2. Charismatic 3. Transformational 4.
According to the text, power is generally defined as “the ability to influence the attainment of goals sought by yourself or others.” Also, a research paper written by Vidula Bal, Michael Campbell, Judith Steed, and Kyle Keddings, published by Center for Creative Leadership, entitled The Role of Power in Effective Leadership, states that “The power of relationships is the influence that leaders gain through their formal and informal networks both inside and outside of their organizations,” this implies, for example, that whether one is at home or on the job, they gain stronger relationships and influence in the good actions they implement regardless of the
Delegation of Authority Delegation of Authority Timothy D. Roxbury AC0436140 BU450 Assignment 7 October 10, 2012 Delegation of Authority Introduction A more notable aspect of the leadership process is the delegation of authority. One of the goals of delegation is to make time available for the leader so that he or she may focus their energies on equally important or greater tasks. In doing so, the leader is also able to train a selected subordinate to stand in his or her place and so act as the leader will allow. Doing this closely resembles participative management. The art of delegation has a number of potential benefits that work in favor of the superior and some that also benefit the subordinate to a degree.
In this article the authors examine individual and social factors that help to determine whether leaders will use their personal power to advance organizational goals or whether they will act to advance their own self-interest. Results demonstrated that although leaders often prioritize group goals, in situations where the individual thinks that their individual power is threatened leaders who were high on a trait called dominance motivation chose to work within the scope of their own self-interest at the expense of group goals. These findings underscore important traits that help to predict how and when a leader might choose personal power over the success and direction of the organization. I chose this article because it is well grounded in research and it is practical and useful for organizations. The authors’ arguments and hypotheses are grounded in evolutionary theories of power and leadership.