Describe Your Own Leadership Style As It Relates To The Exer

Describe Your Own Leadership Style As It Relates To The Exercise Of

Describe your own leadership style as it relates to the exercise of power. Do you see yourself as a referent leader? Expert leader? What influence tactics have you found to be most effective in your own life?

What is meant by "influence tactics"? What are some of the most common tactics used by leaders to influence followers?

What is the cornerstone of presidential leadership according to Neustadt? Do you agree or disagree with his perspective and why?

Compare Etzioni's coercive, utilitarian, and normative power. How do each of these types of power typically impact organizational members as a whole? Your response should be at least 250 words in length.

Reference: Shriberg, D., & Shriberg, A. (2011). Practicing leadership: Principles and applications (4th ed.). Hoboken, NJ: Wiley.

Paper For Above instruction

Leadership style significantly influences the exercise of power within an organizational context. Personal leadership styles can generally be classified based on how leaders utilize influence and authority to guide followers toward organizational goals. I perceive myself primarily as a referent leader, relying heavily on personal traits, charisma, and emotional bonds to motivate my team members. Referent power, rooted in admiration and respect, often fosters loyalty and intrinsic motivation among followers. Additionally, I incorporate aspects of expert power by continuously developing my skills and knowledge to earn credibility and trust from colleagues, further enhancing my influence.

Influence tactics refer to specific methods used by leaders and followers to sway attitudes, behaviors, or decisions. These tactics range from rational persuasion, inspirational appeals, and consultation to more assertive approaches such as pressure and legitimate power. Among these, rational persuasion and inspirational appeals have proven to be most effective in my personal experience, as they appeal to followers’ values and reasoning, fostering genuine commitment rather than compliance. Effective leaders employ a mixture of influence tactics tailored to specific situations, balancing assertiveness with relational approaches to maintain ethical integrity and organizational harmony.

According to Neustadt, the cornerstone of presidential leadership is the president's power to persuade. Neustadt emphasizes that presidents must rely on persuasion rather than mandates or coercion to influence legislative and public opinion. I largely agree with Neustadt’s perspective because effective leadership in politics often hinges on the ability to build coalitions, negotiate, and communicate compelling narratives. Persuasion fosters voluntary support and legitimacy, which are crucial for sustainable leadership. However, critics argue that in some situations, the exercise of coercive power may be unavoidable or more effective, especially during crises when swift action is required. Nonetheless, Neustadt’s emphasis on persuasion underscores the importance of relational skills in leadership, which are universally applicable across organizational settings.

Etzioni identified three types of power: coercive, utilitarian, and normative, each impacting organizational members differently. Coercive power relies on fear and punishment, often leading to compliance but potentially damaging morale and trust if overused. Utilitarian power is based on rewards and incentives; it can motivate behavior when aligned with organizational goals, but may foster short-term compliance or entitlement if not managed ethically. Normative power, rooted in shared values and social norms, tends to cultivate intrinsic motivation, commitment, and organizational identification. It fosters a shared sense of purpose and ethical behavior, positively influencing organizational culture and long-term sustainability. Understanding these power types allows leaders to navigate organizational dynamics strategically, employing the appropriate form of influence to optimize member engagement and organizational effectiveness.

References

• Shriberg, D., & Shriberg, A. (2011). Practicing leadership: Principles and applications (4th ed.). Hoboken, NJ: Wiley.
• French, J. R. P., & Raven, B. (1959). The bases of social power. Studies in Social Power, 150-167.
• Neustadt, R. E. (1990). Presidential power and the American presidency. Free Press.
• Etzioni, A. (1964). Modern organizations. Prentice-Hall.
• Yukl, G. (2012). Leadership in organizations. Pearson Education.
• Cialdini, R. B. (2009). Influence: Science and practice. Allyn & Bacon.
• French, J. R. P., & Raven, B. (1959). The bases of social power. Studies in Social Power.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review.
• Kellerman, B. (2008). Followership: How followers are creating change. Harvard Business Review.