Discussion Question Responses Should Be At Least 200–300 Wor

Discussion Question Responses Should Be At Least 200 300 Words You S

Discussion question responses should be at least 200-300 words. You should have at least one reference from our readings in your response. References or quotes should follow the APA format. (Quotes cannot exceed over 20% of your total response.) Please make sure to proofread carefully. Grammar and spelling errors also will impact the grading. (Please make sure you have reviewed our reading assignments and you are using terms and concepts correctly in the context of OB.)

1) What is the difference between leadership and power?

Leadership and power are fundamental concepts in organizational behavior, yet they serve distinct functions within an organization. Leadership primarily involves influencing and guiding others toward achieving common goals. It is characterized by behaviors that inspire, motivate, and foster a shared vision (Northouse, 2018). Leaders inspire trust and engagement, often based on personal qualities such as integrity, charisma, or expertise. Conversely, power refers to the ability to influence others' behavior, which may or may not be derived from leadership qualities. Power stems from one's position or resources and can be exercised independently of one's leadership skills (French & Raven, 1959).

While leadership is related to the process of influence rooted in interpersonal skills and vision, power relates more to the capacity to compel or facilitate compliance. Leaders may utilize power to implement their vision, but they are not necessarily wielding power in a coercive or controlling manner. For example, a manager may have positional power due to their role but may choose to lead by example and inspire others rather than exert authoritative control. In contrast, an individual with coercive power may command compliance through fear or sanctions but might lack the influence associated with effective leadership (Yukl, 2013).

Understanding these differences helps clarify organizational dynamics—effective leaders often leverage their influence through trust and motivation, whereas overreliance on power can lead to resistance and decreased morale. Therefore, distinguishing between leadership and power allows organizations to develop strategies that promote genuine influence rather than mere authority.

2) What types of "formal" or "personal" power do you have in the workplace?

In the workplace, individuals may possess various forms of formal and personal power that influence their capacity to impact others. Formal power is derived from one's position within an organizational hierarchy, granting authority based on role or title. For instance, managers or supervisors hold legitimate power to make decisions, assign tasks, and evaluate performance (French & Raven, 1959). This type of power is institutional and is exercised within organizational rules and structure.

Personal power, on the other hand, originates from individual qualities or skills that garner influence beyond formal authority. Examples include expertise power, which stems from possessing valuable knowledge or skills; referent power, based on charisma and the ability to inspire admiration and loyalty; and connection or network power, derived from relationships and social capital (Kipnis et al., 1980). For instance, an employee recognized for their specialized technical skills holds expertise power that can influence team decisions despite lacking formal authority. Similarly, a charismatic leader who inspires colleagues and fosters strong interpersonal bonds possesses referent power.

In my workplace, I hold formal power through my role as a team leader with the authority to assign tasks and oversee project execution. Additionally, I possess expert power due to my specialized knowledge in data analysis, which colleagues often consult for insights and guidance. Recognizing and ethically leveraging both types of power is essential for effective leadership and fostering a positive organizational climate.

3) What is organizational politics? What are some examples of legitimate and illegitimate politics in your organizations?

Organizational politics involves activities aimed at gaining power, influence, and advantage within an organization. It often includes behaviors such as networking, coalition building, negotiation, and sometimes manipulation, which employees utilize to achieve personal or organizational objectives (Ferris et al., 2012). While some political behaviors are legitimate—aimed at advancing organizational goals or fostering collaboration—others may be perceived as illegitimate, such as exploiting others or engaging in deception.

Legitimate organizational politics can include transparent negotiations, strategic alliances, or lobbying for resources that benefit the organization. For example, a manager advocating for additional resources for their team to improve performance demonstrates legitimate political behavior when aligned with organizational objectives.

Illegitimate politics, however, often involve less ethical tactics like favoritism, gossip, rumor-spreading, or withholding information to undermine colleagues or gain personal advantage. In my previous organization, I observed illegitimate politics when some employees engaged in covert alliances to influence promotion decisions unjustly or spread misinformation to discredit others, which created a toxic work environment. Recognizing these behaviors is crucial to maintaining organizational integrity and ethical standards.

Paper For Above instruction

Understanding the distinctions between leadership and power is fundamental for organizational success. Leadership refers to the process of influencing others through inspiration, motivation, and vision. Leaders typically inspire trust, foster collaboration, and direct efforts toward a common goal, emphasizing influence rooted in personal qualities such as integrity, charisma, or expertise (Northouse, 2018). Power, however, is the capacity to influence behavior, which can come from positional authority, resources, or personal attributes. Unlike leadership, power does not necessarily involve inspiring others but often involves exerting control or influence, sometimes through coercion or sanctions (French & Raven, 1959).

Leadership and power intersect but are distinct concepts. Effective leaders leverage their influence to motivate and inspire teams rather than relying solely on formal authority. Conversely, reliance on power without effective leadership can lead to resistance, low morale, and organizational inefficiency. Therefore, organizations benefit from cultivating leadership qualities that focus on influence and trust over mere positional authority.

In the workplace, individuals possess varying degrees of "formal" and "personal" power. Formal power originates from one's role within the organizational hierarchy, such as managers or supervisors who have legitimate authority to make decisions, delegate tasks, and evaluate performance. Personal power, meanwhile, develops from individual qualities such as expertise—specialized knowledge or skills that others respect and seek out; referent power, which arises from charisma and the ability to inspire loyalty and admiration; and network power, based on relationships and alliances within the organization (Kipnis et al., 1980).

For example, in my organization, I hold formal power due to my role as a project manager, which grants me authority over team members and decision-making processes. I also possess personal power through my expertise in project management methodologies, which colleagues consult for advice and guidance. Recognizing and ethically leveraging both forms of power enhance effective leadership and organizational functioning.

Organizational politics, meanwhile, involves activities aimed at gaining influence and power, often within the context of organizational goals. It encompasses behaviors like building alliances, lobbying, and negotiation. While politics can be legitimate—such as advocating for resources or strategic initiatives that align with organizational aims—it can also be illegitimate when it involves manipulation, deception, or favoritism (Ferris et al., 2012).

In my previous organization, legitimate political behaviors included advocating for a new training program that would improve staff skills, aligned with organizational growth. Conversely, illegitimate politics involved employees gossiping or spreading rumors to discredit colleagues for personal gain, which created a toxic environment. Ensuring ethical political behaviors is critical for maintaining a positive organizational culture and promoting fairness and transparency.

References

• Ferris, G. R., Liden, R. C., Barnett, W. P., & Liao, C. (2012). Politics in organizations. In S. Zedeck (Ed.), Handbook of industrial & organizational psychology (pp. 836-876). SAGE Publications.
• French, J. R., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). University of Michigan.
• Kipnis, D., Schwartz, H., & Dubois, P. (1980). Leadership: Wide angle or narrow angle? Harvard Business Review, 58(4), 138-147.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage publications.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.