Organizational Behavior - Leadership/Power

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This memo will address leadership and management, including the differences between the roles and functions of the two. Also addressed will be the types of power in American organizations as well as the potential sources of conflict in organizations and ways to resolve them.

Leadership and management are often used interchangeably just as groups and teams. The clear distinction that exists between groups and teams also exists between management and leadership. Leadership is defined as the “ability to influence a group toward the achievement of a vision or set of goals” (Robbins & Judge, 2011 p. 377). Leaders can be appointed or can evolve by being affiliated with a group. Activities involved with leadership include creating a vision, establishing strategies, motivating and inspiring others. Management is the act of monitoring and supervising a group. Planning, staffing and organizing are duties that are within management. Not all leaders are managers and all managers are not leaders and while the two have distinct differences there are times when they do align. Having both good leadership and management within an organization is vital to its success. Power is the “capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes” (Robbins & Judge, 2011 p. 421). The bases of power can be broken into two categories, formal and personal. The textbook, Organizational Behavior, explains that formal power is based on an individual’s position in an organization while personal power comes from an individuals unique characteristics (Robbins & Judge, 2011 p. 421). Research suggests that personal power is more effective than formal power. Personal power can be further broken down into two categories, expertise and the respect and admiration of others. Expert power occurs when an individual has the ability to influence others as a result of expertise, special skills or knowledge. Referent power is based on identification...
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