Leadership Challenge: Using Sources of Power Ethically - Research Paper Example

? Leadership Models: Power and Tactics of Influence Leaders possess various powers that they would use to influence the subordinates to act towards the attainment of the organizational goals. There would be need for a mix of the various influence strategies available for leaders so as to realize solutions unique for each situation. This report considers the recent increase in corporate scandals in organizations and discusses various powers that the CEO of a large organization has to contain the scandals. There are various ways to influence subordinates based on the type of power being exercised in a particular situation. Introduction Leadership refers to a social influence process critical for attaining both societal and organizational objectives. Haslam, Reicher and Platow (2011) defined leadership as a process where leaders and subordinates interact and attempt to influence the subordinates’ behavior to meet organizational objectives. Cable and Judge (2003) point out at extraversion, agreeableness, conscientiousness, emotional stability and openness to experience as components of the five factor model of personality influencing leadership styles. But Northouse (2010) also argues that other than this trait leadership theory where leaders were defined by their character traits earned by birth, they could also be made and thus process leadership. No matter the style, leadership occurs within an organization’s power and authority with Liu and Fang (2006) observing that the concept relates to power structuring with the leader having the ability to lead and motivate based on power disposition. The concept of social power involves interpersonal force and resistance based on five power sources: reward, coercive, legitimate, referent and expert powers. According to Jones and George (2008), reward power refers to the ability of the agent to provide the target with the so desired outcomes like job promotion and pay increase. Here, the leader needs the support of the subordinate and will seek such a subordinate’s assistance modify the proposal to achieve the objectives. Ingratiation plays an important role here as the leader would get the subordinate to be in a good mood before asking such a person to perform certain tasks. The CEO would therefore have to apply agreeableness as a leadership trait as the subordinate has to accept the reward for the task to be accomplished. This power source would be used by the CEO in solving administrative issues. Additional roles and responsibilities being granted to workers would probably require a reward to encourage them to take up such roles. The employee could be rewarded after the task to encourage continuity or before to encourage uptake. This approach exhibits consideration as argued by the behavioral model of leadership where leaders show care and respect for the subordinates (Northouse, 2010). Coercive power could be considered as the opposite of reward power as it involves the ability of effecting negative consequences like transfers and demotions. Operational issues would cause the leader in the organization to apply force in ensuring that the organization runs as is supposed to. The employees would therefore look forward to making things work in the organization so as to meet the demands of the CEO. The leader uses pressure by giving demands, persistent reminders or threats. This approach would mostly be employed by task oriented or extravert leadership where the Fielder’s model argues that the major concern of the leader would be on getting the job done at the highest level possible (Northouse, 2010). In case this fails, then the leader would influence action through coalition where the leader would get someone to persuade the subordinate to act. The legitimate power would cause the CEO to ask the subordinates to perform the required tasks because of the authority that such a leader possess to ask the subordinate to accomplish such tasks. The Fielder’s model describes this as position power that comes with the position held by the leader in an organization. The CEO has the legitimate power to make sure that employees of the company abide by the ethics of conduct in the organization. The trait of openness therefore plays an important role in making sure that even the subordinates approve the leadership in force. When faced with ethical dilemmas, the CEO would look to see if the employee followed the code of ethics. Jones and George (2008) consider legitimate power as the leader’s ability to make a subordinate feel responsible or obligated. The sources of legitimate power include legitimate agent designation, position authority and cultural values. The leader would work towards enforcing the values upheld by the organization as described in the code of ethics. The fourth kind of power as identified by Northouse (2010) refers to the ability of the leader to the approval or personal acceptance feelings of a subordinate and is referred to as referent power. The leader would wield referent power when the follower is seeking for approval and acceptance. Followers who value acceptance and approval of their leader would tend to perform better, exhibit better attendance and report greater satisfaction at work. This could be used to supplement solutions in administrative and operational issues. Here, individual team leaders would look up to the CEO to acquire some leadership tactics and to understand the vision of the organization. Workers would be expected to follow the instructions as given by respective supervisors. The CEO would have to create an inspirational appeal and arouse enthusiasm through appealing aspirations and values. But Liu and Fang (2006) warn of this form of power for if the follower fails to find approval, rejection of the power of the leader becomes the outright result. Hence, in this leadership scenario, the CEO would be required to be keen on the activities carried out by the employees and give feedback on the same. Finally, expert power would be wielded by those in possession of particular skills and knowledge critical for the organization (Northouse, 2010). The leader, keen with conscientiousness would employ rational persuasion where logical arguments would be tabled and factual evidence provided. This would mostly be applicable in a transformational leadership model where the leader seeks to enlighten subordinates of the importance their jobs have for the organization. Operational issues would seek to have the input of the CEO who would be expected to be familiar with the operations of the organization and particularly have vast knowledge to provide guidance and solution to any operational stalemate. The leader guides subordinates into identifying possible challenges and finding ways to conquer them. Conclusion The effectiveness of the influence tactic applied would be determined by its consistence with role expectations and social norms. Use of pressure, legitimating and coalition do not effectively influence task commitment and should be applied by transactional leaders when resistance looms. On the other hand, inspirational motivation, consultation and rational persuasion would be more effective leadership behavior indicating strong correlation with objective and subjective measures of effectiveness of leadership. Probably, the CEO would have to apply different strategies of leadership at different times as the contingency model of leadership assumes that effective leaders are a consequence of interplay between the task of the manager, the traits and situation. Operational issues, administrative issues and ethical dilemmas are the major challenges that the CEO in this context has to handle using the different ethical power sources in her disposal. References Cable, D. M. & Judge, T. A. (2003). Managers’ Upward Influence Tactic Strategies: The Role of Manager Personality and Supervisor Leadership Style. Journal of Organizational Behavior, vol. 24, 197 – 214. Haslam, S. A., Reicher, S. & Platow, M. J. (2011). The New Psychology of Leadership: identity, Influence and Power. New York, NY: Psychology Press. Jones, G. R. & George, J. M. (2008). Contemporary Management. (5th ed.). McGraw-Hill Companies, Inc. Liu, A. M. M. & Fang, Z. (2006). A Power-Based Leadership Approach to Project Management. Construction Management and Economics, vol. 24, 497 – 507. Northouse, P. G. (2010). Leadership: Theory and Practice. Thousand Oaks, California: Sage Publications Inc. Read More