Power Is The Dominant Currency Of Leadership The Initial Cri

Power Is The Dominant Currency Of Leadership The Initial Critical Re

Power is the dominant currency of leadership. The initial critical response should apply relevant course concepts, theories, or materials correctly with citation of sources. Students should provide support for positions taken with applicable resources beyond assigned reading. Students should also apply relevant professional, personal, or other real-world experiences. Textbook: Wart, Montgomery Van, and Pamela S. Medina. (2023). Leadership in Public and Nonprofit Organizations : An Introduction. 4th ed. New York: Routledge. 1. Read the corresponding course materials: Van Wart and Medina, Ch. 7 & 8.

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Leadership is a complex interplay of various attributes and dynamics, but among these, power remains central due to its fundamental role in influencing, motivating, and directing others. Van Wart and Medina (2023) in chapters 7 and 8 elaborate on the multifaceted nature of power in leadership, emphasizing its significance within public and nonprofit organizations. This essay critically examines the concept that power is the dominant currency of leadership by integrating key theories, professional experiences, and contemporary insights.

Central to understanding power as a leadership currency is Max Weber’s typology of authority — traditional, charismatic, and rational-legal (Weber, 1947). Weber posits that authority derives from power, which is exercised through accepted legitimacy. In organizational contexts, rational-legal authority, stemming from formal rules and laws, often signifies the institutional power that leaders hold. This form of power facilitates stability and predictability in organizational operations, especially vital in public and nonprofit sectors. Van Wart and Medina (2023) highlight that leaders leverage this power to establish legitimacy and influence compliance through formal structures.

Furthermore, French and Raven’s (1959) bases of power — legitimate, reward, coercive, expert, and referent — offer a comprehensive framework for understanding how leaders exercise influence. For example, legitimate power derives from formal position; reward power from the ability to provide incentives; coercive from the capacity to punish; expert from skills and knowledge; and referent from personal traits that garner admiration. Van Wart and Medina underscore that effective leaders often blend these forms of power depending on context and organizational goals.

Power becomes particularly dominant when considering the concept of political skill in organizations. The ability of a leader to understand and navigate organizational politics enhances their influence and legitimizes their authority (Ferris et al., 2005). These political competencies are crucial in public settings where resource competition, stakeholder interests, and bureaucratic challenges are prevalent. Leaders who master organizational politics can mobilize support, garner resources, and shape policies, thus demonstrating that power is central to their effectiveness.

However, the ethical dimension of power remains a critical concern. As Van Wart and Medina (2023) argue, the responsible use of power aligns with ethical principles and fosters trust. Leaders wielding power irresponsibly or manipulatively risk corruption, misuse, and loss of legitimacy. Therefore, while power is a key leadership currency, its ethical administration determines its durability and impact.

In real-world applications, political leaders or nonprofit directors effectively utilize power by fostering alliances, employing persuasive communication, and demonstrating expertise. For instance, community organization leaders often depend on referent power — personal charisma and community trust — to mobilize support for causes. Similarly, public administrators use formal authority and bureaucratic norms to implement policies. These examples illustrate that power’s strategic deployment influences organizational success and societal change.

Critically, contemporary leadership theories, such as transformational leadership, emphasize the ethical use of influence rather than coercive power. Transformational leaders inspire followers, foster innovation, and cultivate shared vision (Bass & Riggio, 2006). While they may exercise power, their emphasis on motivation and moral purpose indicates that power is a means to positive change. This evolution from authoritarian to inspirational forms of power reflects a nuanced understanding of its role in leadership.

Ultimately, the assertion that power is the dominant currency of leadership is validated through these theoretical lenses and practical illustrations. Power facilitates authority, influence, and achievement of organizational objectives. However, its potency depends on ethical considerations and contextual application. Effective leaders recognize the importance of balancing power with integrity, stakeholder engagement, and a focus on shared goals, thereby transforming power from mere dominance to a responsible leadership tool.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Erlbaum.
• Ferris, G. R., Treadway, D. C., Kolodinsky, R., Liden, R. C., Bryant, P. C., & Hu, J. (2005). Politics in organizations: Theory and research considerations. The Journal of Management, 31(6), 923–947.
• Van Wart, M., & Medina, P. S. (2023). Leadership in Public and Nonprofit Organizations: An Introduction (4th ed.). New York: Routledge.
• Weber, M. (1947). The theory of social and economic organization. Free Press.
• French, J. R., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). University of Michigan.