Power with Influence and Leadership Models - Coursework Example

Introduction

Leadership is the process through which a person influences other people to accomplish particular goals and drives an organization in a manner that brings coherency and cohesiveness (Burns, 2012). Northouse offered a similar definition stating that it is a process where a person influences a group of individuals for the accomplishment of a shared objective (Bayar, 2012). The process is achieved by a leader through the application of their knowledge and skill in leadership. On the other hand, followership can be defined as the response of individuals in lower positions to individuals in senior positions (Hellriegel, & Slocum, 2011). It can be seen as the social relationship that exists between the leader and followers. Followership is a process that allows followers to participate in constructively critical thinking and interact with the leader as well as support to achieve the objectives.

This paper presents a critical analysis of power, influence, and leadership models and will be subdivided into four sections. In the first section, the paper defines and discusses power and influence, as well as outlines the French and Raven model of power bases. In the second section, the paper defines, explains and offers examples of two leadership models. The third section involves a critical evaluation of use of power and influence in relation to the models. Lastly, the paper concludes with a summary of main ideas discussed in the paper.

Power and Influence

In leadership, influence is the key principle towards power (Bayar, 2012). In order for a leader to be effective, it is required that he or she influences people make decisions, perform requests, and support proposals (Ibn, Alsolami, Guan, & Nurul, 2016). The effectiveness of a manager in an organization highly depends on influence against peers and bosses including subordinates. There is a tendency of influence in one direction supporting others.

Power is the capability of a person to influence others (Haugaard & Clegg, 2012). Power consists of the ability of a single party, the agent, to have influence over the behavior of another party, the target (Haugaard & Clegg, 2012). Power is applicable in a number of ways; in the first place, power may refer to the influence that the agent has over a single target or across many individuals as the target. Besides this, the term may refer to a prospective influence against items or events including behavior and attitudes. In other occasions, the agent may be an organization or a group of people instead of an individual (Raven, 1999). At some point, power is defined based on the relative terms instead of absolute terms.

Over the past years, researchers have focused more on particular types of behaviors applied to influence instead of focusing on power as a basis of probable influence (Lloyd, 2000). The intentional kind of behavior that is used to influence the behavior and attitude of other people is referred to as an influence tactic (Curtis, 2017).

French and Raven’s model

The work of French and Raven is among the most significant theories of power. The two proposed the sources of power used by leaders to influence other people. The model by French and Raven’s was proposed in 1959 (Raven, 2008). The two suggested that power is subdivided under six different types. A close relationship exists between power and leadership (Raven, 2008). The six forms of power model present the manner through which various forms of power impact the success and leadership of an individual. The organizational context normally uses the six forms of power model. The model by French and model are implemented with adherence of observability level as well as the degree to which the power is reliant on conditions of the structure (Raven, 2008). The six forms of power are highlighted below:

Firstly, legitimate power, which is the capability of a person to influence the behavior of other people using their position. An example, one should listen to your boss or parents. Secondly, reward power, which is the capability of a person to influence other people’s behavior through offering them items they require. For example, a worker may laugh at a joke given by the boss, but the neighbor to the boss may not. The third involves coercive power. This is the capability of a person to influence other people’s behavior by subjecting them to punishment or threatening to do so. For example a child misbehaves and refuses to watch television for a week. Expert power is the fourth form of power in this model where knowledge or expertise is the source of power. For example, one may not seek advice from a doctor over a car, just because he or she is a skilled physician. Informational power is the six form of power where the information that one has is the source of power. For example, if one shares his or her secret, then power is gone. French and Raven identify five sources of power that are categorized under personal and organizational power (Raven, 2008). Personal sources of power are associated with commitment of an employee to an organization, job satisfaction, and performance and they include expert and referent power. On the other hand organizational sources of power include legitimate, coercive and reward power (Raven, 2008).

Models

This section outlines the leadership models discussed in class. Many people argue that leaders are made but not born (Mahajan, 2011). In order for one to be a good leader, it is accepted that one has to have enough experience, commitment, and skills. Therefore, to develop leadership, an individual needs to be in a continuous process of learning, gathering relevant experience as well as training.

Leadership has a lot of models and theories. For instance, the literature of leadership offers the following, skills approach, trait approach, style approach, and situational approach among other theories (Mahajan, 2011). In the study of leadership, the trait approach was among the first logical attempt: among the traits that were found included drive, leadership motivation, and self-confidence among others (Mahajan, 2011). In this section, the leadership style as well as the Leader-Member exchange model.

Leadership style

In 1939, Kurt Lewin conducted a major research on different leadership styles (Mahajan, 2011). According to the research, a number of leadership styles have been identified in relation to the number of individuals who follow. The basis of a leadership style is on the roles of the leader, individuals who follow as well as the circumstances in place (Chevalier, 1994). Other leaders may not comfortably work in places that have many followers since they lack the desire and ability to take responsibilities.

Three major leadership styles were developed and they included:

First, autocratic leadership: In this kind of leadership, the leader is the final decision maker. Followers or employees do not present their advice. This approach is suitable when one aims at making quick decisions, implementing decisions without the need of followers or when the decision made by a team is not relevant. This approach tends to be demoralizing since result into a high turnover of employees.

Second, democratic leadership: Under this kind of leadership, the leader has the ability to incorporate decisions made by one or more of the followers into the process. In this approach, leaders motivate followers to be creative and include people in decisions as well as projects. Followers of a democratic leader are always more productive and have job satisfaction. However, the leader, in this kind of approach, always makes the final decision.

The third type is laissez-fair or free rein style of leadership. Under this kind of leadership, employees present their opinions, but the leader has the greatest responsibility in the proposed decisions (Mahajan, 2011). In addition, leaders offer advice and support where necessary, however, they are not involved. The disadvantage with this approach is high satisfaction in the job that may lead to poor performance if the employees lack relevant skills and knowledge.

Leader-Member exchange model

The leader-member model has undergone a number of developments since its initiation in the 1970s (Babič, 2014). In the first place, leader-member exchange model developed as an additional style in leadership and finally transformed into an approach that establishes leadership theories to maintain and nurture relationships in leadership.

Leader-member exchange is a category of approach in leadership that discusses the three fields of leadership: the leader, the follower, and the relationship between the leader and the follower (Babič, 2014). The research of this model has been associated with the income intention of the follower, the process of assimilation, job satisfaction, ethical decision-making, commitment in the organization, and citizenship in the organization.

Critical evaluation of use of power and influence using the chosen model

Leaders use different leadership style to execute power and influence to other people. Power entails the capability of a person (the agent) to influence the behavior of a different party (the target). The attempt of influence either fruitful or unfruitful has affected both the target and the influencing agent, altered their awareness individually and changed their awareness for each other (The elements of power: lessons on leadership and influence. 2011). An attempt for an unfruitful influence may arise from a misunderstanding of the effective bases of power available, as alleged by the influencing agent and target. Certainly, an influencing agent that is unsuccessful could change their strategies to improve on the first attempt. Implementing new strategies may be effective only that the target might have also changed. At that time, the target might be willing to influence tactics that did not perform initially. The target may also be more resilient to strategies, which might have been effective during the first attempt. As the two sides, the agent and the target attempt to influence each other, issues between them become more complex to each other. Conflicts between the target and the agent can be viewed in terms of shared attempts to influence, using different other strategies as well as bases of power.

It may be challenging to define the power that an agent has without stating the individuals targeted, the period and the objectives of the influence. The agent may have an imbalance in the way power is share among people as well as the influence within issues. In addition, power is a variable that is dynamic and is prone to changes as situations change. The manner in which power is used as well as the attempts of influence can raise or weaken the subsequent power of the agent. Power and leadership have a very close connection. Most individuals tend to be followers of one who is powerful.

The following are common among great leaders: a vision to attain great goals they have set as well as the power to pass them. In the fabric of organizational life, power is a natural process. Power is required to make things done (Hellriegel & Slocum, 2011). In private and public organizations, managers are using power to achieve the set goals. Leaders use power as a means to attain objectives of a group.

In most organizations, a great deal of power that individuals have originates from titles they hold or specific job (Hellriegel & Slocum, 2011). They have the ability to influence others using their prescribed power related to work positions. For instance, the president of the United States possesses powers associated to the office such as bill’s signing and declaring war.

The behavior of power and influence has been regarded to be separate (Hellriegel & Slocum, 2011). Power is seen as the indirect potential of an individual known as the agent to cause influence to the target. The style approach in leadership focuses on how leaders do as well as act. The approach shows that leaders apply two types of behaviors; task and relationship based behaviors (Burns, 2012). Task based behaviors encourage the achievement of goals and objectives of followers. On the other hand, relationship based behaviors assist subordinates feel contented (Burns, 2012). The style approach has a major purpose of describing how leaders use the two types of behaviors to influence followers in decision-making.

Under French and Raven’s model, the subordinates play important role in the implementation of legitimate power (Carson, Carson, & Roe, 1993). Under the referent and legitimate power, a true leader has the ability to influence other people. Subordinates comply with power if it is legitimate. This means that, legitimate power considers a comparatively smaller range of influence, thus it can be unsuitable to exceed such limits. At first, legitimate power can be depended upon, however, a continuous dependence on legitimate power may result into disappointment, frustration and resistance within some employees. Suppose expert power does not concur with legitimate power, productivity could have negative impacts.

Besides this, leaders who are trustworthy and appealing own and use referent power frequently as compared to those who are less charming. Several benefits are attached to those who use referent power source of influence in leadership. For instance, in local churches, the charismatic senior pastor who outshines in ensuring that Christians are contented in his presence mostly uses referent power.

In relation to the leader-member exchange theory, the model relates to the opinions of an individual result in regulating the opportunities that a person has to make it the leadership of the individual (Chevalier, 1994). The model states that the relationship existing between an agent and a target undergoes three stages.

The theory of leader-member exchange model focuses on a dual and mutual exchange association between the managers and the subordinates (Chevalier, 1994). As a result of the changing quality within the social exchange of leaders and members, there is a unique relationship between the two in the working groups.

According to research findings, the use of different types of power by leaders advocate that leaders who are effective depend much on personal power as compared to power the have on the position (Podsakoff, & Schriescheim, 1999). On the other hand, power based on position is still important, and relates under ways that are difficult with personal power to decide the influence of a leader on subordinates. Below is an explanation of how the six sources of power can be used to in power and influence.

In the first place, legitimate power is the capability of an individual to influence the behavior of other people using the position that one holds. Legitimate power can also be denoted as position power, as the authority is developed from a position within an organization (Podsakoff, & Schriescheim, 1999). A good example of legitimate power can be seen when a manager in an organization asks a worker to extend working hours in order to accomplish a particular project, the manager is trying to exercise his or her legitimate power.

Second is reward power, which is the capability of a person to influence other people’s behavior through offering them items that they require. The rewards offered may include financial or nonfinancial rewards. Financial rewards include bonuses or pay raise while nonfinancial rewards include additional responsibilities, promotions, favorable work assignments, recognition and praise among others (Podsakoff, & Schriescheim, 1999). Reward power could be used to control and influence the behavior of employees on condition that employees value the reward.

The third relates to coercive power, which is the capability of a person to influence other people’s behavior through punishing them. For instance, employees could obey the directive of the manager due to fear of punishment (Podsakoff, & Schriescheim, 1999). Among the punishments that exist within an organization setting may include demotion, reprimands, dismissal, undesirable assignments in work, or concealing important information. Caution should be taken when using coercive power it has negative side effects.

Fourth, expert power, which is the capability of a person to influence other people’s behavior because of the knowledge, skills or abilities that one understands. Expert power can be seen within physicians since they have special knowledge or skills (Podsakoff, & Schriescheim, 1999). Economists, accountants, and computer specialists have expert in their areas of specialization. Despite the fact that an expert may be ranked low in an organization, they still have the power.

The basis of expert power relates to the level at which followers may draw expertise and knowledge to the holder of the power (Raven, 1990). For an individual to be awarded expert power, a perception by admirers must view the power holder to be relevant, honest and credible. For instance computer experts, physicians, and accountants that have shown palpable expertise in their field are granted with expert power.

Fifth, referent power, which is the capability of a person to influence the behavior of other people as because they like, respect, and admire the person (Raven, 1990). For instance, if an individual is a close friend to the boss and requests the person to carry out some specific task that the individual may not like. Because the relationship they have, the individual may not reject the offer. Lastly is informational power and is the most transitory form of power. This type of power differs from others since it relies in what one understands over content of a particular situation.

Conclusion

A critical analysis of power, influence, and different leadership models has been done in the paper. The French and Raven model of power bases and the Leader-Member exchange model has been considered as models in the discussion. Power has been seen as the ability an individual can use to influence other people. In addition, the paper has discussed the French and Raven model which has discussed the forms of power that most leaders apply in order to influence others. Through the models of leadership, the use of power and influence within organizations was achieved.