Power, Base, And Leadership: British Historian Of Late 19th

Power Base And Leadershipbritish Historian Of Late 19th Century Acto

Power Base and Leadership British historian of late 19th century, (Acton, 1887) said that "power tends to corrupt; absolute power corrupts absolutely," suggesting that a person's sense of morality lessens as his or her power increases. Do you agree? Considering this idea, is it ethical for leaders to try to increase their power? Is all power the same or are there different power bases and different corresponding influence techniques? How does the use of power impact the leader-follower relationship?

Choose any organization and describe the power base(s) in that organization. What types of techniques do leaders in use to influence team behavior in that organization? How does the leaders' approach affect team relationships? As a leader, how would you use power in your relationships with team members and why? Reference : Acton, L. (1887). Letter to Bishop Mandell Creighton . Retrieved January 1, 2011, from

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Introduction

The concept of power and its influence on leadership dynamics have been a central focus of organizational behavior studies and ethical debates. The famous quote from Lord Acton’s letter in 1887, “power tends to corrupt; absolute power corrupts absolutely,” reflects a longstanding concern about the moral implications of power distribution in leadership roles. This essay evaluates the validity of this statement, discusses the ethical considerations of leaders seeking to increase their power, explores different power bases and influence techniques, examines their impact on leader-follower relationships within an organization, and concludes with a personal perspective on the ethical use of power in leadership.

The Corrosive Nature of Power and Morality

Lord Acton’s assertion raises the question: does increased power inherently diminish moral integrity? Numerous psychological studies support the notion that power can influence moral judgment and behavior. For example, Dahl (2012) highlights that power can impair empathy and increase self-interest, which may lead to corrupt practices. However, some scholars argue that power itself is neutral; it is the moral character of the individual that determines how power is wielded (Keltner et al., 2003). Therefore, while power has the potential to corrupt, it does not inevitably do so. Ethical leadership depends on an individual’s values and self-awareness to mitigate the corruptive tendencies of power.

Ethics of Leaders Increasing Power

From an ethical standpoint, leaders should aim to foster organizational goals that align with societal and moral standards rather than personal gain. Attempting to increase one’s power can be ethically justified if it serves to improve organizational effectiveness and stakeholder value (Yukl, 2012). Nonetheless, manipulative or coercive techniques to consolidate power raise concerns about integrity and abuse of authority. The key ethical principle involves transparency and fairness in influence strategies, ensuring that power is used to empower followers rather than exploit them (Northouse, 2018).

Different Power Bases and Influence Techniques

French and Raven’s (1959) seminal typology identifies five primary bases of power: legitimate, reward, coercive, expert, and referent power. These bases differ in their sources—formal authority, ability to distribute rewards, capacity to punish, possession of expertise, and personal appeal, respectively. Correspondingly, leaders employ diverse influence tactics, such as persuasion, consultation, inspirational appeals, or pressure, depending on the power base they utilize (Gandolfi, 2016). For instance, expert and referent power often foster voluntary cooperation, whereas coercive power may breed resistance.

Impact of Power on Leader-Follower Relationships

The use of power profoundly affects the quality of leader-follower relationships. Transformational leaders typically leverage expert and referent power to inspire and motivate followers, cultivating trust and loyalty (Bass & Avolio, 1994). Conversely, reliance on coercive or legitimate power may result in compliance but not true commitment, as followers may perceive these methods as manipulative or authoritative (Luthans, 2011). Ethical and nuanced use of power tends to promote a participative climate, enhancing collaboration, satisfaction, and ethical climate within teams.

Power in Organizational Contexts: A Case Study

Consider a healthcare organization, specifically a hospital administrative department. Power bases here often include legitimate power rooted in organizational hierarchy and expert power derived from specialized medical knowledge and administrative expertise. Leaders, such as hospital administrators, influence team behavior through a combination of formal authority (legitimate power) and demonstrating expertise (expert power). For example, administrators may use persuasive communication and data-driven decision-making to align team efforts with organizational goals, fostering a culture of trust and competence.

Leaders’ Influence Techniques and Team Dynamics

In this context, leadership techniques such as inspirational motivation, participative decision-making, and informational influence are prevalent. Leaders who employ inclusive approaches and transparent communication tend to cultivate positive relationships, fostering higher morale and collaboration among staff (Northouse, 2018). Conversely, coercive tactics can damage trust and create a fear-based climate, impairing team cohesion. Ethical influence promotes shared commitment to organizational objectives and enhances group performance.

Ethical Power Use in Leadership

As a future leader, I aim to rely primarily on expert and referent power, emphasizing competence and integrity. Influencing team members through trust, shared values, and meaningful communication aligns with the principles of transformational leadership and ethical influence. I believe that power should be used to empower individuals, facilitate professional growth, and foster an organizational culture grounded in fairness and transparency. This approach promotes sustainable leadership rooted in mutual respect and moral responsibility (Brown & Treviño, 2006).

Conclusion

Power in leadership is a complex construct with significant ethical implications. While it can corrupt, especially when wielded unethically, power can also be a force for positive organizational change when used responsibly. Different power bases and influence techniques shape the leader-follower relationship, impacting trust, morale, and ethical climate. Leaders must cultivate awareness of their power usage, striving for influence methods that promote ethical behavior and organizational health. Ultimately, power should serve to enhance collective well-being rather than personal interest, aligning with both moral principles and effective leadership practices.

References

1. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
2. Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
3. Dahl, R. A. (2012). Power. Routledge.
4. Gandolfi, F. (2016). Power and influence strategies in organizations. Journal of Organizational Culture, Communications and Conflict, 20(1), 35-50.
5. Keltner, D., Van Kleef, G. A., Chen, S., & Kraus, M. W. (2003). A reciprocal influence model of power and emotion. Advances in Experimental Social Psychology, 35, 115-182.
6. Luthans, F. (2011). Organizational behavior: An evidence-based approach. McGraw-Hill.
7. Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
8. Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson.
9. French, J. R. P., & Raven, B. (1959). The bases of social power. Advances in Experimental Social Psychology, 1, 151-192.
10. Acton, L. (1887). Letter to Bishop Mandell Creighton. Retrieved January 1, 2011, from [URL]