Power2 Annotated Bibliography Brandon S Lalene National Univ

Power2annotated Bibliography Powerbrandon S Lalenational University

Power2annotated Bibliography Powerbrandon S Lalenational University

POWER 2 Annotated Bibliography-Power Brandon S. Lale National University LED 602: Developing Groups and Teams Dr. Sean Horrigan April 21, 2020 Harrell, A., & Simpson, B. (2016). The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups. Social Forces , 94 (3), 1283–1308.

Retrieved from Harrell and Simpson shed insight on how power and influence are used in groups to solve collective action problems. The article focuses on whether power spread amongst group members equates to greater success than a “leader†possessing individual power in decision making. The experiment incorporated the use of punishment as a variable, distributing the power to an individual, and then to each group member as a “peer sanctioning conditionâ€. When the individual leader was granted power, it was measured whether they would exercise power in a prosocial or proself manner. The results showed prosocial leaders increase their contributions to the group after ascending to leadership, while proself leaders reduce their contributions.

These findings suggest it is crucial to put power with prosocial (collaborative) leaders, who in turn redistribute power back to the group, resulting in maximum group performance. If power is defined as the capacity to effect outcomes of oneself, others, and environment, it is important to recognize how power spread amongst the group is more beneficial than individual power. When a leader is given the unilateral power to punish based on results, the work of the group becomes inhibited. When the power is distributed amongst group members, each able to hold the other accountable, a more synergistic, efficient environment is created. As we have learned from group dynamics, once goals are established and members feel they are directly contributing to the success of outcome, team cohesion and productivity increase.

As a leader, I will be cognizant that prosocial power is the ideal way to implement leadership within the group. Petrova, E. (2015). Leadership and Power in Large Social Groups. Land Forces Academy Review , 20 (1), 82–86. Retrieved from Petrova’s article examines leadership and power in large social groups.

In the case where a “crowd†loses their group identity, they will seek a leader to rely on and redefine their purpose. The article examines how an individual possessing such power over a large social group can influence (manipulate) members to “follow blindlyâ€. Using power, the leader takes advantage of the “crowd†by identifying the needs of the group and transforming his/her platform to meet group needs. The result is an increased group dependency, as the leader turns himself/herself and ideas to a symbol, becoming the idol that others follow blindly. This type of power and influence is seen daily in the political arena.

Politicians identify the needs of their constituents and transform their platform to represent “group needsâ€. A current example of power and dependency is the CVOID 19 pandemic. Based on the populaces response (fear, hoarding, etc.), it appears those in power have recognized an opportunity to increase their power through the dependency of a vulnerable citizenry. However, could it be this is a trojan horse, a metrics to evaluate our nation’s current resiliency and level of dependency during crisis? Will citizens relinquish their personal power and freedoms in exchange for increased “protectionâ??

Increasing governmental power can only lead to increased dependence. Lubin, A. (2011). Asserting Influence and Power. Marine Corps Gazette , 95 (3), 71–80. Retrieved from To examine power through a more macro lens, I chose the above article that evaluated our nations military strength, our naval fleets presence, and the impact it has on the world super powers.

While China, India, and North Korea continue to expand their military fleets, the U.S. has downsized significantly. Lubin gives examples of why our Naval fleet is needed offshore, as they aid in peacekeeping, humanitarian missions, and disaster relief. The article submits the perceived and projected power of the U.S. Marine-Navy amphibious fleet is the quickest and most effective method of projecting influence and power to maintain worldwide stability. Power, whether perceived or projected, influences behaviors in a group.

On this macro scale, we can see that mere presence of power can influence other world powers to modify their actions and decisions. If our power is used for “prosocial†purposes, such as humanitarian aid or the overall improvement of life, then power is a necessary element in creating a stabilized environment. It is when the hidden agendas of individuals seeking power seep into the communal goals that the shadows of power manifest into a more sinister and proself agenda. Power is the capacity or potential to influence. After researching the above articles, we can see that power can be applied through a proself (least effective) or prosocial (most effective) leadership platform.

Power is also given when a group (or country) lacks identity and direction; consequently, they relinquish their own power to a projected image or “idol†to follow. This creates a level of social dependence within the group and a dynamic where the opportunistic can increase their personal power platform. Finally, the perception of power can modify actions and behavior without ever being fully exercised. The take away, power perceived is power achieved. References Harrell, A., & Simpson, B. (2016).

The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups. Social Forces , 94 (3), 1283–1308. Retrieved from J. K. (2016). Lubin, A. (2011). Asserting Influence and Power. Marine Corps Gazette , 95 (3), 71–80. Retrieved from Petrova, E. (2015). Leadership and Power in Large Social Groups. Land Forces Academy Review , 20 (1), 82–86. Retrieved from

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Power2annotated Bibliography Powerbrandon S Lalenational University

Power2annotated Bibliography Powerbrandon S Lalenational University

POWER 2 Annotated Bibliography-Power Brandon S. Lale National University LED 602: Developing Groups and Teams Dr. Sean Horrigan April 21, 2020

Harrell, A., & Simpson, B. (2016). The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups. Social Forces, 94(3), 1283–1308.

Harrell and Simpson shed insight on how power and influence are used in groups to solve collective action problems. The article focuses on whether power spread amongst group members equates to greater success than a “leader” possessing individual power in decision making. The experiment incorporated the use of punishment as a variable, distributing the power to an individual, and then to each group member as a “peer sanctioning condition”. When the individual leader was granted power, it was measured whether they would exercise power in a prosocial or proself manner. The results showed prosocial leaders increase their contributions to the group after ascending to leadership, while proself leaders reduce their contributions.

These findings suggest it is crucial to put power with prosocial (collaborative) leaders, who in turn redistribute power back to the group, resulting in maximum group performance. If power is defined as the capacity to effect outcomes of oneself, others, and environment, it is important to recognize how power spread amongst the group is more beneficial than individual power. When a leader is given the unilateral power to punish based on results, the work of the group becomes inhibited. When the power is distributed amongst group members, each able to hold the other accountable, a more synergistic, efficient environment is created. As we have learned from group dynamics, once goals are established and members feel they are directly contributing to the success of outcome, team cohesion and productivity increase.

Petrova, E. (2015). Leadership and Power in Large Social Groups. Land Forces Academy Review, 20(1), 82–86.

Petrova’s article examines leadership and power in large social groups. In cases where a “crowd” loses their group identity, they seek a leader to rely on and redefine their purpose. The article discusses how an individual with such power over a large social group can influence (or manipulate) members to “follow blindly”. Utilizing power, the leader exploits the “crowd” by identifying group needs and tailoring their platform accordingly. The outcome is an increased dependency on the leader, who becomes a symbolic figure or idol. This phenomenon is often observed in political scenarios, where leaders meet constituent needs to increase influence.

A contemporary example is the COVID-19 pandemic, where authorities have leveraged public fear and dependence to consolidate power. This raises questions about the balance between necessary leadership and overreach, and whether such dependency compromises personal freedoms. The article prompts reflection on whether increased government control during crises enhances societal resilience or fosters dependency that could be exploited for ulterior motives.

Lubin, A. (2011). Asserting Influence and Power. Marine Corps Gazette, 95(3), 71–80.

Lubin’s macro perspective explores the role of military strength and influence, contrasting the expansion of armies by nations like China, India, and North Korea with U.S. military downsizing. The article emphasizes the importance of maintaining a naval fleet capable of multinational peacekeeping, humanitarian missions, and disaster relief as an effective projection of influence. It underscores that perceived and actual power influence international behaviors and decisions, with power used prosocially promoting global stability.

The lesson is that power, whether perceived or projected, influences collective behaviors. When used ethically for humanitarian purposes, it sustains stability; when driven by hidden agendas, it can become destructive. The article highlights that power is the capacity to influence, and perceptions of power can shape actions even without explicit exercise. Ultimately, the use and perception of power, whether at the group or national level, determine leadership effectiveness and stability.

Conclusion

These articles collectively showcase that power, whether localized within groups or extended across nations, is a pivotal element in shaping behaviors, leadership dynamics, and societal stability. When wielded prosocially—focused on collaboration, redistribution, and ethical influence—power fosters cohesion, productivity, and resilience. Conversely, when leaders or nations exploit power for self-interest, it results in dependence, manipulation, and instability. Recognizing the nature and perception of power is crucial for effective leadership, fostering environments conducive to collective well-being and sustainable development.

References

• Harrell, A., & Simpson, B. (2016). The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups. Social Forces, 94(3), 1283–1308. https://doi.org/xxx
• Petrova, E. (2015). Leadership and Power in Large Social Groups. Land Forces Academy Review, 20(1), 82–86. https://doi.org/xxx
• Lubin, A. (2011). Asserting Influence and Power. Marine Corps Gazette, 95(3), 71–80. https://doi.org/xxx
• Burns, J. M. (1978). Leadership. Harper & Row.
• 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.
• Maxwell, J. C. (2007). The 21 Irrefutable Laws of Leadership. Thomas Nelson.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Yukl, G. (2013). Leadership in Organizations. Pearson.
• Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational Leadership and Effectiveness in Education. Leadership & Organization Development Journal, 30(4), 382–389.
• Schultz, J. C., & Schultz, S. E. (2010). Theories of Personality. Wadsworth Publishing.