Once someone is in the system for long enough, their attitude tends to change from merely wanting success, to actually hoping other people fail. The security of the individual depends solely on how successful they are in the climb. Essentially the ladder morphs into a pyramid where the lower groups ban together to protect themselves from the higher groups, think labor unions and the 99% rallies. The people on top know the power is theirs and don’t want to risk its loss, so they are constantly forced to remind everyone below them just how powerful and great they are. The end result of this system is fear, mistrust, and loneliness.
They are afraid that if they do not obey their leader they will be punished. This is identical to the autocratic approach we discussed in class where the leader tends to centralize the authority and gains their power from their position. In the short-term, these methods may be effective, but they can quickly lead to sabotage when no one is looking or when the threat is no longer present. The second type of power is utility power. In utility power, followers follow because of some benefit they receive.
I believe in people, but I also believe in structure and clearly outlined expectations. While I do believe that any successful organization is built on the people who work within it, a leader needs to be able to provide boundaries and task-oriented structure. For example, one of the questions that determined my P – or people – score was “I would turn the members loose on the job and let them go for it” (Daft, 2011). Though I do believe in empowering employees to be able to act independently, “turning members loose” seems to be a bit reckless. A leader who does that is not empowering their employees with the structure and tools necessary to be successful.
Interviewee Background Check Feelings as well as the broader term of emotions can ignite reactions from co-workers in the workplace that can make or break a business. Robert Plutchik says, “The six primary types of emotions as fear, joy, love, sadness, surprise, and anger.” In the workplace, the actions and behaviors that take place tend to begin with the boss of the company. A boss’s actions tend to rub off or have an effect on the employees who work under them. Employee’s feed off of the vibe and energy that there boss display. Taking a deeper look into the perspective of how an employee views their boss, there are a lot of things that people think of their boss but refrain from saying because they do not want to risk their job security.
Inherent in this purpose is a key to Mach’s view of power. Because it was written for the use of one man to dominate over and control his kingdom/state, it was obviously not meant for lesser mortals. It in itself is a tool of power which could be used for only the good of the prince who uses it. Whether or not the people are empowered does not matter, it is irrelevant. It only matters that the prince uses it to maintain his own power.
However, the implementation of GGOL faces huge resistance. Individual Sources: Firstly, there is fear of the unknown among the employees and the top managers. The outcomes of GGOL are uncertain, employees feel like their safety and job securities are threatened, especially resignation of plant managers has already happened. Secondly, individuals have habits. They prefer to work in their accustomed ways.
He has a lot of goals for himself and envisions changes for the community that we live in. I would evaluate his empowering skills as to he understand where he stands in a group and what are his powers and responsibilities. As chapter 3 states, “ leadership is a relational and ethical process of people together attempting to accomplish positive change.” I feel that my brother understands the goals and ethical standards that he and others in the community has set to change the dynamics and attitudes of the area that we live in. Although, my brother has an issue with those whom he feels is beneath him. If you are not a community board “leader” or someone in a position like himself or those who are younger than he is, he has trouble hearing other people’s perspective of things and struggles with taking people seriously.
Nevertheless, could be really unsocial and unsustainable when it has to work in stable situation, because mainly his peers and subordinates they will not accept or tolerate that style for long periods of time. According to Amok his style could be title as Directive and Pacetting, which means that entails command and control behavior that at times became coercive. It also involves leading by example and personal heroics. The advantages of these styles are that it fuels innovation, productivity and growth but on the other side ultimately could erode organizational performance, demolishing trust and undermine morale. This type of style can be observd in Alex when he mention that he had been hired to shake up the product team and launch the product quickly.
When a group is complying with leaders’ demands from a place of fear it can lead to animosity and a communication breakdown in the group that can follow through with results unwanted by the leader such as employee job strikes. Legitimate power comes from formal titles, such as manager, owner, parent, teacher, and coach. The effectiveness of legitimate power depends on how the person uses it. An employee who goes to work follows the job rules, and works in an efficient manner does so because this employees’ boss has the power to relieve him
The ideal boss in such cultures tries to look as impressive as possible, and subordinates expect to be told what to do, and not to be consulted . 2- Individualism Index describes the extent to which individuals define themselves through their individuality. People define themselves more through their role or position in the group and less through their personality. 3- Uncertainty avoidance index represents the degree to which uncertainty and ambiguity are felt as threats by employees. This shows also how they can handle anxiety and stress at work.