Leadership in Public Organizations - Essay Example

? How leaders are able to influence their followers Introduction There is no specific definition of leadership because this concept keeps on varying from one aspect of organizational followers to the other. However, majority of scholars have come to an agreement that leadership is a process by which, a specific person uses his own techniques, traits and skills to influence a group of persons so as to pull together and follow his or her concept of achieving a common goal. In several occasions, leadership has been confused to be synonymous with seniority. However, there has been clear evidence of the existence of powerful leaders with very lower ranks. Besides, some forms of leadership requires inborn traits and this has brought several contradicts as to whether a leader should be born or made (Van and Suino 2012). Any form of leadership whether born or made must be associated with factors of situation, communication and followers. Since different leadership styles are applied under different situations, for a leader to be able to control and coordinate his followers then he must have a clear understanding about human knowledge, emotions, demands and how to consolidate goals and objectives of the firm. Moreover, good leadership is associated with appropriate communication skills which, involves giving illustrations whether verbally or through any other form and the followers reluctantly admit or accept the instructions without cohesion or use of force. In very concept of leader’s follower relationship, majority prefers leaders with whom they can give a lot of respect while offering guidance to the achievement of some visions and mission of a group (Neeraja 2011). Power In a broader context, power has been known to work effectively together with leadership or where leadership but the two are distinct and independent. By definition, power is described as the ability to influence the behavior of specific people or alter the cause of action with experience of no or very minimal resistance from the followers. There are several forms of power and each and every leader should be in a position to handle any form. Several researches have indicated that most leaders are psychologically ill prepared to handling different forms of power and therefore appropriate training is often advised so as to avoid cohesion and intrigues that may erupt form a group controlled by a specific leader (Lussier 2012). Concerning the guidance of an organizational behavior, power is considered as a vital concept totally different from authority that legitimizes organizational working. Several psychologists have come up with different forms of power but the most common types of powers include: Reward power This type of power involves a leader motivating the employees by offering incentives so as to enable them increase organizational productivity. All the aspects of financial demands would call for reward power. The main purpose of this type of power in an organization is to recognize the employees’ latitudes for the job well done. Besides, most leaders recognize this as the best method of cultivating employer employee relationship in an organization (Lane and Draft 2008). Coercive power This is where a leader instills fear on the followers so as to enhance organizational performances. It involves the use of threat and force by identifying the mistakes of the employees who therefore toil extremely hard son hard to sustain their jobs by meeting the targets. It is however, advised that leaders should avoid this type of power because no credibility and quality performance can be achieved by subjecting a person into coercive influence (Lane and Draft 2008). Legitimate power This type of power is accorded to a person to achieve a higher rank so that he can lead a specific team or a group of people. Legitimate power becomes more valid when organizational employees are able to recognize that position as the head they are able to abide with the direction of command of a specific head such as head of a department or the chief executive officer (C.E.O). For a legitimate power to be more effective, the organization must ensure that it has more pronounced chain of command and proper guidelines that clearly identifies the role of each and every organizational head of a department. It is essential for a person owning such powers to use it credibly because it may be denounced if it is practiced for personal gains. Moreover, if the employee feels that such powers has been granted to a wrong person then, it might lead to resistance otherwise derailing the organizational productivity (Bass and Bass 2009). Expert power A leader who practices this type of power is perceived to have gained knowledge or is experienced in an area of expertise as a result, they are granted as leaders in those areas. For a person can also be recognized as an expert leader after gaining competency by finding a solution to a challenging task or a problem. Organizational employees would always trust a leader who has credible experience which, is tantamount to good results. However, for a leader to maintain his level of expert competency, then he must consider consistent learning as a way of improving skills of leadership (Bass and Bass 2009). Personal referent power This type of power is gained by achieving respect from the subordinates as a result of charisma or other positive attributes. This is one of the most influential types of powers that most of the leaders try to seek. Some of the leaders cultivate this power after showing a clear indication on their responsibility and trust according to the way they perform their duties. Additionally, it may also be used by the organization in trying to cultivate fairness harmonious environment in terms in areas of management. For instance, a leader who is popularly known for his personate assistance of the unfortunate in the society may be granted this type of power (Bass and Bass 2009). McClelland theory of humans needs McClelland developed his theory after based on the concepts of needs by Abraham Maslow who identified that human survival is depended on need such as safety, belonging and self-actualization. Considering these factors, McClelland working in accordance to the Murray pictures illustrated that effective leadership must be associated by power, achievement and affiliation. Despite the fact that these aspects were not recognized in theoretical perspective, McClelland pointed out that no organization can run effectively in their absence leadership. (Montana and Chamov 2008). In views of power, McClelland theory was more of a prediction of leadership. He pointed out how power is used as a superior tool by leaders in dealing with the people who are perceived to be competitors. Besides, power can be used in joking for a position so as attain a higher position either in an organization or in the society. According to his theory, people with limited powers do not have authority of command to direct others and the confidence to effectively control a particular group of persons (Montana and Chamov 2008). McClelland also identified personalized and socialized as major aspects of power. Whereas leaders perceived to poses personalized power often practices immoral conduct with nude characters while bolstering about their status in any form of an assistance that they have given. He however credited socialized power as integral form of leadership where leaders tend to practice what is right to the organizational befit as a whole. Such leaders are more reluctant to exercise their powers in a way that would manipulate the employees. Leadership of this kind is preferred by most organizations because they are open for consultation on issues that are considered to have value to the organization (Montana and Chamov 2008). It is however, categorical to note that socialized leaders recognize that leadership position cannot be shared or distributed. Therefore, for the success of the organization, effective leadership must embrace and influence others in order to achieve the organizational vision. It is clear to note that managing a group of people does not only require that the duties are performed but it constitutes motivating the others member of a team while allowing consultation from the employees while assigning duties according to individual interests in order to enhance motivation (Montana and Chamov 2008). Leadership analysis of Richard Bradson Richard Bradson is one of the Britain most prominent business-man who is popularly known for the success of his investments from a small video production firm to space craft’s. With an illustration of a trait theory model, Richard has showed commendable achievements through his publication of youth culture magazine where he made sale worth $8000 despite having dropped in school at the age of 16 (Dearlove 2007). His leadership skills are entrusted with a lot of motivation by giving speeches through open forums which are attended by his organizational employees and investors. He has showed self confidence by setting up different kinds of business with an inclusive of a unique space craft. Moreover, he has indicated high sense of maturity by owning interpersonal ambitions and has never experienced any form of psychological disorder. Richard is known to be associated with less conflict, very serious and sensitive person who is faithful and has a loyal perception to developing appreciation of his employees (Dearlove 2007). The virgin organization embraces a culture of diversity by having several businesses in most countries across the world. Besides, this organization practices corporation by treating the employees with fairness and allowing their opinions to be incorporated into the business. With these attributes clearly indicates that, Bradson has been accorded reward type of power since he treats the employees with a sense of fairness and recognizes their opinions as vital aspects of organizational success which, are also considered as his main influential motives towards his followers (Dearlove 2007). Leadership of Don Thomson, CEO of Mc Donald’s Since he joined the management Position, Thomson made recommendable achievement increasing the returns of mc Donald’s by almost $250,000 since his appointment as regional vice chairman at Sandiergo. As a matter of allowing for diversity and motivation towards regional expansion to the United States, he accepted the proposals of his colleagues to allow for the exportation of premium chicken and sandwich from Europe to the United States. Moreover, he also showed a lot of confidence when company started making losses immediately after taking over by addressing to the management board that everything could not just happen overnight but further requested for time understand the firm of which, was later brought back to its’ track(Thomson 2009). As the current president of Mc Donald, Thomson behavior is based on team work, globalization and taking no chances on customers’ demands. Besides, he receives a lot of support from the organization whose culture is based on adaptability. The firm defines its menu in accordance to the local cultural demand of a specific area so as to meet success. Thomson is best described to poses reward type of power because since he joined this organization as a mere electrician he has worked so hard to achieve the best management position in this organization. Consequently, Thomson believes in innovation and therefore embraces ideas of the employees especially the ones perceived to enable the organization to achieve its competitive advantage. The CEO also advocates for incentives and believes in promotion of worker who shows much interest about the company (Thomson 2009). Mark Lukowski the CEO CCF of Canada Christian children’s fund is a charitable organization which, was founded to help orphans who are languishing in poverty by simply connecting them to sponsors who shall therefore been concerned with funding their education or livelihood. This organization is headed by Mark Lukowskin as the CEO who is popularly known for his extensive experience in leading Christian’s institutions. Having headed institutions such as Motorola and Clarke Inc, he has showed an achievement in increasing revenues while ensuring global sustainable alliance. Besides, he is perceived to be very cognitive after having left business organization to head a Christian based institution (CCF.2013, Para 2). Mark can be best described as a charismatic leader because heading such an institution requires somebody who is able to convince people’s minds so as to help the unfortunate members of the society. Mark is very active especially in terms of organizing funds and he uses the best persuasive language to influence both the employees of this organization to work for the betterment of the less fortunate children and women. The culture of CCF as an organization is characterized by the sense of equity while developing the innovative sources of relief for appropriate sustainability. As a matter of ensuring that the CCF organization remains as united, Mark offers advice to his employees while considering the practice of equity as the best method possible to enable employees to be productive (CCF.2013,Para 2). Despite having the above leaders as successful in ensuring prosperity within their organizations, some have considerably failed in their administrative functions leading to the downfall of their respective organizations. For instance, Jenny Smith the retired general and a commandant of an air force war college did not succeed in an air show set for a quadrant session during maneuvers as a result of using extreme force on his subjects leading to disparity and coordination. His conduct was characterized by a lot of dictatorship and use of strict chain of command in taking action even where a solution is not very possible (Tony 1995). During his tenure as the commanding head of Rouge aviators, the organization was characterized by too many social problems with breakages of rules especially under consideration on who takes control of the command a particular time of action. According to the principles of this organization, Jenny Smith used force and power to influence actions of employees of the aviators. Therefore, his type of leadership was termed as power because in such a case, force and command is applied in every course of action (Tony 1995). Conclusion Several researches have come to an agreement that there is no specific definition of leadership. However majority refers to it as how a person influences his followers using his personal traits. It has been also identified how leadership works in relation to power which influences the conduct of a group of followers. Several types of power have been discussed and what remains importation is that every leader possesses a distinct aspect of power whereas some have succeeded while some led to a fall of very big organizations. Moreover, several leaders have showed how leadership style is very vital to the progress and unity of an organization. Bibliography: Van, Montgomery and Suino, Paulo. 2012. Leadership in public organizations: an introduction. Armonk, N.Y.: M.E. Sharpe. Neeraja, K.P. 2011. Textbook of communication and education technology for nurses. New Delhi : Jaypee Bros. Medical Publishers. Lussier, Robert.2012.Management fundamentals: concepts, applications, skill development. Mason, Ohio: South-Western. Lane, Patricia and Draft, Richard.2008. The leadership experience. Mason, OH: Thomson/South- Western. Bass, Benard and Bass, Ruth. 2009. The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Simon and Schuster. New York USA. Montana, Patrick and Chamov, Bruce.2008. Management. Hauppauge, NY: Barron's Educational Series. Dearlove, Des.2007. Business the Richard Branson way: 10 secrets of the world's greatest brand builder. Chichester, UK: Capstone; Hoboken, NJ: John Wiley & Sons. Thomson, Pat.2009. School Leadership - Heads on the Block. Routledge. West Street. NY. Christians Children’s Fund of Canada. 2013. Our executive team. Mark Lukowski the CEO CCF of Canada. Accessed on 29th Nov 2013. Tony Kern. 1995. Darker Shades of Blue: A Case Study of Failed Leadership. Col Brooks publishers California USA V-2.8. Read More