Power Can Be Viewed As A Positive Example Of Self-Control

Power Can Be Viewed As A Positive Eg Self Control Political Skills

Power can be viewed as a positive (e.g., self-control, political skills, inner strength, ability to lead others) or as a negative (e.g., aggression, manipulation, taking advantage of others). Incorporating what you read in Chapter 12 regarding power (legitimate, expertise, reward or coercive, and referent), please respond to only one of the following prompts: Your assistant director has great potential. As the senior leader, what strategies can you use to help foster his/her ability to lead using positive power. OR You serve in a mid-level leadership role. What strategies or approaches can you to use deal with or overcome the challenge of working under a senior leader who exercises power in a negative fashion. A leader will research best practices how to handle situations. That said, please do not give your opinion. You must provide a strategy based on your research . Therefore, you must use your textbook AND an additional relevant article (s). Your reflection paper must be at least 300 words, double-spaced, written using APA formatting. Please put your name in the right top corner.

Paper For Above instruction

Effective leadership hinges on the strategic utilization of power, which can either foster positive development or perpetuate negative dynamics within organizational environments. When considering the application of power in leadership, understanding the different types outlined in Chapter 12—legitimate, expertise, reward or coercive, and referent—is fundamental to shaping appropriate strategies. This paper explores strategies rooted in research to either enhance positive power among emerging leaders or to mitigate the adverse effects of working under leaders who misuse power, based on scholarly sources and best practices.

For senior leaders aiming to foster positive power in their subordinate, especially a promising assistant director, the emphasis should be on cultivating authentic influence rooted in referent and expert power. According to French and Raven’s (1959) foundational theory, referent power stems from admiration and respect, which can be developed through genuine relationships and ethical leadership. A strategic approach involves mentoring, providing opportunities for professional development, and recognizing achievements to build trust and respect. A study by Yukl (2010) emphasizes that empowering followers through participative decision-making enhances their sense of responsibility and internal motivation, thereby fostering a sense of self-control and inner strength.

Moreover, structured feedback mechanisms such as 360-degree reviews can help identify strengths and areas for growth, reinforcing the leader’s competency and confidence. Leaders should also model integrity, transparency, and emotional intelligence, which research by Goleman (1998) links to effective transformational leadership. These behaviors establish a moral and emotional foundation for influence, encouraging followers to emulate their leader’s positive traits. As the assistant director observes and learns from such exemplars, their own capacity for self-control, political skills, and leadership emerges organically.

Conversely, for mid-level leaders facing a subordinate who exercises power negatively—such as through manipulation or coercion—research advocates for assertive and principled approaches. According to Lewin, Lippitt, and White (1939), establishing clear boundaries and expectations is crucial. By setting transparent standards and consistently enforcing ethical guidelines, leaders can reduce the potential for misuse of power. Gaining support from organizational policies and fostering a climate of openness discourages manipulative behaviors.

Empirical evidence from Avolio and Bass (2004) suggests that transformational leadership styles are effective in countering toxic leadership behaviors. Leaders should promote a culture of integrity by openly addressing concerns and promoting accountability, which diminishes the influence of negative power dynamics. Additionally, employing conflict resolution techniques and maintaining emotional composure can diminish the impact of negative behaviors while promoting a positive environment.

In conclusion, effective leadership involves strategic application of power—either to nurture positive influence or to counteract negative usage. Research underscores the importance of authentic relationships, ethical standards, and transformational leadership practices in fostering positive power among followers. Conversely, establishing clear policies, transparency, and accountability serve as vital strategies to manage and mitigate the effects of negative power exercised by leaders.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• 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 Press.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in children. Journal of Social Psychology, 10, 271-299.
• Yukl, G. (2010). Leadership in Organizations (7th ed.). Pearson.