My Power To Influence Essay: Read The Below Article And Writ ✓ Solved

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My Power to Influence Essay 1. Read the below article 2. Write

Discuss three bases of individual power from the article (reward, legitimate, etc.) which you find in your workplace or other areas of your life. Share at least one example of these bases of power used to influence others. Which of the bases do you find audiences to be most receptive or responsive? Are there any bases of power that you feel could be used in a more positive manner? The body of this paper should be 3-5 pages in length, not including the Title and References pages and should adhere to the APA format writing standards.

Introduction to Individual Power and Influence

The ability to influence others is a critical skill in professional environments, especially for acquisition and contracting business professionals who often lack formal authority over their colleagues. In this essay, I will explore three bases of individual power—reward power, legitimate power, and expert power—as outlined in the recommended readings. I will also provide examples of how these forms of power are employed in practice and discuss their effectiveness in fostering influence.

Reward Power

Reward power is derived from an individual's capacity to provide benefits or rewards to others. In my workplace, this takes the form of recognition programs and performance bonuses. For instance, our team leader often acknowledges employees' hard work during company meetings, which serves to motivate and encourage continued excellence. This form of power is particularly effective because it fosters a positive environment and can enhance team morale. When employees feel appreciated for their contributions, they are more likely to remain engaged and driven.

Legitimate Power

Legitimate power stems from an individual's formal authority or position within an organizational structure. In my experience, this power is demonstrated through the chain of command in the workplace. For example, the project manager has the authority to make key decisions regarding project direction, which influences the actions of team members. However, while legitimate power can dictate compliance, it does not inherently guarantee respect or support. For maximum effectiveness, it is essential that those in positions of legitimate power also cultivate personal credibility.

Expert Power

Expert power is based on an individual's perceived expertise and knowledge in a given area. This type of power is particularly valuable as it fosters trust and respect among colleagues. In my previous role, I worked with a senior analyst whose extensive knowledge allowed him to influence project strategies and outcomes significantly. His ability to provide insights and solutions not only established his credibility but also made team members more receptive to his suggestions. Having expert knowledge can often supersede both reward and legitimate power, as colleagues are more likely to follow someone they deem knowledgeable and competent.

Examples of Influence in Practice

Utilizing these bases of power effectively can enhance one’s influence within an organization. For example, a colleague recently leveraged their expert power when navigating a complex negotiation. By showcasing their specialized knowledge about vendor contracts, they were able to sway the team towards a favorable decision. The credibility built through consistent performance established their influence, demonstrating that knowledge can be a formidable form of power.

Receptiveness to Different Bases of Power

In my observations, audiences tend to be most responsive to expert power, followed closely by reward power. Employees are often motivated by the prospect of recognition and tangible benefits, while also valuing the guidance of those with expertise. Conversely, legitimate power, though necessary, may lead to resistance if not complemented by elements of referent or expert power. Thus, while all bases of power can be effective, developing expert credibility usually yields the best engagement.

Potential for Positive Enhancement

While the bases of power described can all serve influential purposes, there is room for improvement, particularly in the domain of coercive power. This form of power, which utilizes punishment or negative consequences, often breeds resentment and is harmful to organizational culture. Instead, leaders should strive to foster environments where employees feel safe to express dissenting opinions and contribute creatively. Encouraging a culture of open dialogue allows individuals to feel empowered rather than coerced.

Conclusion

Understanding the various bases of power is essential for professionals seeking to influence within their organizations. By effectively employing reward, legitimate, and expert power, individuals can engage and inspire their teams. However, it's also necessary to be mindful of the potential negative impacts of coercive power. As we strive to enhance our influence, cultivating respect through credibility and expertise remains paramount.

References

• Colantonio, S. (2017). Why mindful listening is a communication super power. Central Penn Business Journal, 33(33), 12.
• Sytch, M. (2019). How to figure out how much influence you have at work. Harvard Business Review Digital Articles, 2–4.
• Wilde, R., & Messina, P. (2019). Leadership and influence. Public Management, 101(4), 26.
• Tews, M., Michel, J., & Noe, R. (2017). Does fun promote learning? The relationship between fun in the workplace and informal learning. Journal of Vocational Behavior, 98, 46.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• French, J.R.P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Institute for Social Research.
• Cialdini, R.B. (2001). Influence: Science and practice (5th ed.). Allyn & Bacon.
• Kelley, H.H. (1979). Personal relationships: The psychology of influence. In L. A. Pervin (Ed.), Goal-setting, motivation, and social interaction (pp. 213-229). Academic Press.
• Raven, B.H., & French, J.R.P. (1965). Legitimate power, coercive power, and power. Journal of Personality and Social Psychology, 6(3), 257-267.
• Goleman, D. (1998). Working with emotional intelligence. Bantam.

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