In order to be a successful leader, one must have specific virtues to qualify them as effective. This analysis examines how a leader utilizes organizational power, the magnitude to which the leader is constrained by contingency factors, how the leader deals with ethical issues, and the leader’s decision-making style and influence tactics in addition to other characteristics. The leader detailed in this analysis is proven to be effective based on certain qualities and the methods he employ to successfully reach the organization’s goal, and motivate the employees to efficiently meet their subdivision and complete organizational goals. Upon completion of this analysis, it is recommended that a study is done to assess if factors such as age, sex, heritage, etc. contribute to the type of leader one becomes.
Leaders are an essential part of every organization. The quality of leaders determines the success of the organization. There are exemplary leaders, and there are leaders that can learn a thing or two. What is a leader? Colquitt, Lepine, and Wesson (2011) define leadership as the use of power and influence to direct the activities of followers toward goal achievement (p. 451). This analysis will chronicle an exemplary leader that many other leaders can learn from. The analysis will assess the leaders use of sources of organizational power, how the leader is constrained by contingency factors, how the leader makes decisions, his influence tactics, and how ethical issues are dealt with. Context
My boss at the job that I currently hold is a prototypical leader and the example chosen for this analysis. While studying Management at Howard University, one subject that was constantly visited is what makes a proficient leader. I always wondered where all of my bosses learned their horrible leadership skills from until I crossed paths with my present boss. His kindheartedness, importable nature, and accommodating temperament raises the bar for leaders everywhere. The way he interacts with his staff makes them happy to work dexterously to meet organizations goals above what is expected. These are the behaviors that Colquitt et al states an effective leader achieves. Discussion and Analysis
The Use of Organizational Power
Power is the aptitude to guide the performance of other individuals and limit unwanted influence in return (Colquitt et al., 2011). The authors stated that even if one posses the power to influence, it does not guarantee they can effectively influence. Power is made up of five facets – legitimate, reward, coercive, expert, and referent. My supervisor has the power to request that I perform tasks within the scope of his authority – legitimate, the power to extend specific resources I need and rewards I want – reward, the power to control consequences for adverse behaviors – coercive, the expertise that I depend on to get my job done and to grow within the organization – expert, and finally he is an individual that I’d like to be associated with in the organization – referent. He has all five facets of power as described by Colquitt et al. My supervisor exercises his rights to power in order to help the organization reach its overall goals and not to be seen as a coercive leader. He exercises legitimate power for reasonable requests such as asking me to come in earlier than my scheduled time to attend an important meeting that could only be scheduled at that time. Notice that he makes reasonable requests, meaning that he gives the option to decline if I cannot make reasonable accommodations. He exercises reward power by periodically making mention of how he intends to go about upcoming performance appraisals. This is actually a strategic method as he utilizes his reward power to remind me of what he can do, which in turn heightens the effectiveness of legitimate power as I am more prone to be submissive to his requests in order to receive greater rewards. My supervisor has been in...
References: Colquitt, J., Lepine, J., Wesson. M. (2011). Organizational Behavior: Improving Performance and commitment in the workplace. New York, NY: McGraw-Hill
Gardner, W. L., & Ceasar, D. (2004). Transition to Self-Directed Work Teams: Implications of transition time and self-monitoring for managers ' use of influence tactics. Journal Of Organizational Behavior, 25(1), 47-65.
Grant, A. M. (2012). Leading with Meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy Of Management Journal, 55(2), 458-476.
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