Describe The Relationship Of Power And Influence In Gaining ✓ Solved

Describe the relationship of power and influence in gaining or

We discussed that “Leadership is the process of influencing people…”. While influence might be the essence of leadership, it is not the start point. It all begins with power, the capacity an individual has to influence the attitude or behavior of others. When analyzing the application of power to gain commitment, an individual must consider these areas: the sources of power (position and personal) within an organization; the correlation of power (position and personal) to compliance and commitment; the role of influence tactics (techniques) in achieving compliance and commitment; the use of emotional intelligence in influencing others; and leadership styles. Topic: Describe the relationship of power and influence in gaining organizational commitment. Your response should incorporate all elements of the “Big Six” as discussed in your readings (L201). Provide an example to support your response.

Your response should post a substantial essay response, with at least 3 cited sources and a minimum of 400 words, to the topic above.

Paper For Above Instructions

Leadership is inherently linked to the concepts of power and influence, crucial elements for gaining organizational commitment. Power is broadly defined as the ability to affect outcomes or influence individuals, and it manifests in various forms within organizational contexts. This essay delves into the relationship between power and influence, particularly focusing on how these dynamics lead to increased commitment within organizations, supported by relevant theories and examples.

The Sources of Power

French and Raven (1959) identified five sources of power: legitimate, reward, coercive, referent, and expert power. Legitimate power stems from a formal position within an organization, while reward power arises from the ability to provide positive benefits. Coercive power, on the other hand, enables a leader to impose sanctions or punishments. Referent power relies on personal traits and respect, and expert power is based on knowledge and skills that foster trust and credibility. Understanding these sources helps in analyzing how leaders can harness the right mix to influence their teams effectively.

Power Correlation with Compliance and Commitment

Compliance and commitment are closely tied to the nature of the power exercised by leaders. Position power often results in compliance as employees may follow directives to avoid negative consequences. In contrast, personal power, through charisma and trust, cultivates genuine commitment. According to Meyer et al. (2002), employees are likely to exhibit higher levels of commitment when leaders utilize their personal power to inspire rather than merely exert their positional authority. This aligns with the idea that influence grounded in respect and admiration leads to long-lasting commitment as opposed to short-term obedience.

Influence Tactics

Influence tactics refer to the methods used by leaders to sway the behavior and attitudes of their followers (Kipnis et al., 1980). Tactics may include rational persuasion, inspirational appeals, and consultation, among others. Effective leaders adeptly choose their tactics based on situational needs, promoting compliance through logical arguments or fostering commitment through shared values and emotional connection. For instance, a leader advocating for a new initiative may use rational persuasion to outline its benefits, while also invoking inspirational appeals to energize the team and foster a sense of collective purpose.

Emotional Intelligence and Influence

Emotional intelligence (EI) plays a pivotal role in enhancing a leader's capacity to influence others. Goleman (1995) posits that EI encompasses self-awareness, self-management, social awareness, and relationship management, all of which are vital in understanding team dynamics. Leaders with high emotional intelligence can gauge the emotional states of their followers, tailor their communication accordingly, and build rapport, which enhances influence and fosters commitment. For example, a manager who demonstrates empathy and active listening is likely to create an environment where employees feel valued, thus increasing their commitment to the organization's goals.

Leadership Styles

Different leadership styles, such as transformational, transactional, and servant leadership, exhibit varying impacts on power and influence dynamics. Transformational leaders inspire and energize their teams through a shared vision and collective goals. This style heavily relies on personal power and influence as leaders foster an inclusive culture that promotes commitment. In contrast, transactional leaders may rely more on positional power, rewarding compliance with established processes. Servant leadership focuses on the growth and well-being of team members, further reinforcing the power of personal influence in fostering commitment (Greenleaf, 1977).

Real-World Example

An illustrative example of power and influence in action is the leadership of Howard Schultz, former CEO of Starbucks. Schultz's leadership style embodies transformational qualities, utilizing both personal and referent power to build a loyal customer base and committed workforce. By emphasizing a "people first" culture and fostering a sense of belonging among employees, Schultz leveraged his emotional intelligence to influence and engage staff effectively. As a result, Starbucks not only thrived from a financial perspective but also exhibited high levels of employee commitment, evident in their dedication to quality service and customer experience.

Conclusion

In conclusion, the interplay between power and influence is pivotal in cultivating organizational commitment. By harnessing various sources of power, applying appropriate influence tactics, and embracing emotional intelligence and effective leadership styles, leaders can significantly enhance their ability to gain the commitment of their team members. As illustrated through examples like Howard Schultz at Starbucks, the effectiveness of leadership lies not merely in authority but in the capacity to inspire, engage, and elevate individuals towards a shared vision.

References

• French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). University of Michigan Press.
• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intraorganizational influence tactics: Exploratory finding. The Academy of Management Journal, 23(3), 506-523.
• Meyer, J. P., Becker, T. E., & Van Dick, R. (2002). Social identities and commitment at work: Toward an integration of social identity and organizational commitment theories. Journal of Vocational Behavior, 61(1), 20-52.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage publications.
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.
• Yukl, G. A. (2013). Leadership in Organizations. Pearson Education.
• Sosik, J. J., & Godshalk, V. M. (2000). Leadership Styles, Commitment, and Performance in Teams: A Longitudinal Study. The Journal of Leadership Studies, 7(3), 16-25.
• Chuang, C. H., & Liao, H. (2010). Strategic human resource management in service contexts: Taking care of employee well-being is key to customer satisfaction. Journal of Service Research, 13(4), 10-25.