Assignment 3: Power, Politics, And Culture Week 9 And Worth ✓ Solved

Assignment 3 Power Politics And Culturedue Week 9 And Worth 190 Poi

In Assignment 2, you created a professional development plan using EI building blocks and motivation. In this last assignment, you will examine how politics and power influence an organization and its culture. In business, power and politics greatly influence an organizational culture and may hinder organizational productivity. In your role as a consultant, you observed power and politics influence on the corporate culture.

Following SWS standards, write a 5 to 7 page report that addresses the following:

1. Explain how politics and power-play may have influenced the organization’s culture.
2. Explore the sources of power and describe how management could use this influence to benefit the department and improve organizational performance.
3. Make recommendations that support how the study of power and politics could influence leadership behavior and improve the organization’s culture.
4. Discuss the importance and complexity of leadership behavior in solving the issue you identified. How does it influence organizational structure and performance?
5. Locate at least two resources. In-text citations are required when paraphrasing or quoting another source.
6. Ensure your formatting aligns with the Strayer Writing Standards.

Sample Paper For Above instruction

In contemporary organizational environments, understanding the influence of power and politics on corporate culture is paramount for effective leadership and sustainable performance. Power dynamics and political strategies often shape workplace culture, impacting employee behavior, decision-making processes, and overall organizational effectiveness. This paper explores how politics and power play a role in shaping organizational culture, identifies sources of power management can leverage for positive outcomes, and offers recommendations to enhance leadership practices to foster a healthy organizational environment.

Influence of Politics and Power

Politics and power significantly influence organizational culture by establishing norms, reinforcing hierarchies, and shaping communication patterns. In many organizations, political behavior—such as coalition-building, lobbying for resources, or strategic alliances—can establish informal power structures that may sometimes conflict with formal authority frameworks (Pfeffer, 2010). These political maneuvers often influence organizational priorities and can create a culture of competition or collaboration, depending on how power is wielded. When political behavior becomes entrenched, it may lead to a culture characterized by favoritism, resistance to change, or lack of transparency, thereby hindering productivity (Mintzberg, 1983).

Sources of Power

French and Raven’s (1959) classic model identifies five sources of power: legitimate, reward, coercive, expert, and referent power. Management can utilize these sources strategically to foster a positive environment. For instance, exercising legitimate power through clear authority structures can ensure accountability, while reward power can motivate employees by recognizing achievements. Expert power, rooted in knowledge or skills, can be harnessed to build credibility and inspire innovation. Referent power, based on admiration or personal traits, can be employed by leaders to influence others through charisma and trust (Yukl, 2013). Properly leveraging these power bases helps managers guide organizational change, motivate staff, and enhance collective performance.

Leadership Behavior and Culture

Understanding power and politics informs leadership behavior significantly. Leaders who are aware of power dynamics can adopt transparent, ethical practices that promote trust and inclusivity. For example, transformational leadership styles—focusing on inspiring and empowering employees—align well with positive use of power sources like expert and referent power (Bass & Avolio, 1994). Such approaches foster a culture of collaboration, innovation, and resilience. Conversely, leaders who manipulate political environments or abuse power risk damaging organizational morale and integrity. Therefore, cultivating ethical awareness and emotional intelligence is crucial for leaders aiming to shape a constructive organizational culture.

Leadership Influence on Organizational Structure and Performance

Leadership behaviors directly influence organizational structure by determining decision-making processes and communication pathways. Effective leaders who understand the nuances of power dynamics can implement flatter hierarchies that promote participation and agility. Their influence extends to organizational performance by aligning strategic objectives with cultural values, motivating employees, and managing conflicts constructively (Northouse, 2018). Complex leadership behaviors, such as emotional regulation and political astuteness, are essential for navigating organizational politics and fostering an environment conducive to growth and innovation.

Conclusion

In sum, power and politics are intrinsic to organizational life, shaping culture and performance in profound ways. Leaders who understand the sources and implications of power can leverage them ethically to promote a positive work environment and drive organizational success. Recognizing the complexity of political behavior and adopting transformational leadership strategies are vital for cultivating a resilient, ethical, and high-performing organizational culture.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• French, J. R., & Raven, B. (1959). The bases of social power. in D. Cartwright (Ed.), Studies in social power. University of Michigan.
• Mintzberg, H. (1983). Power in and around organizations. Prentice-Hall.
• Northouse, P. G. (2018). Leadership Theory and Practice (8th ed.). Sage Publications.
• Pfeffer, J. (2010). Power: Why some people have it—and others don’t. Harper Business.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.