Psy 614 Module Nine Reaction Paper Rubric Prompt: How Have ✓ Solved

Psy 614 Module Nine Reaction Paper Rubric Prompt: How have

How have leaders wielded power in different ways? Provide at least two examples and cite sources appropriately; note whether or not each example promoted leadership effectiveness and how. Make sure to use the Module Nine resources to guide your answers. Craft a one- to two-page response to this prompt.

Format: Double-spaced Word document, 12-point Times New Roman font, 1-inch margins, APA format.

Paper For Above Instructions

In the landscape of leadership, the manner in which power is wielded can significantly impact both the effectiveness of a leader and the overall success of an organization. Leaders utilize power in various forms—be it coercive, reward, legitimate, referent, or expert. By examining the power dynamics of two notable leaders, we can gain insights into how these approaches can enhance or hinder leadership effectiveness.

Example One: Martin Luther King Jr.

Martin Luther King Jr. is an exemplary figure who wielded power through referent and expert means during the Civil Rights Movement in the United States. His ability to connect with individuals on a personal level established him as a trusted figure among diverse communities. King's charismatic leadership inspired hope and motivated thousands to join his cause for racial equality and justice. By employing nonviolent resistance and advocating for civil disobedience, he effectively harnessed the collective power of the people, fueling a transformative movement. As a result, his leadership not only promoted effectiveness in rallying supporters but also resulted in significant legislative changes, including the Civil Rights Act of 1964. His utilization of referent power—gaining followers through respect and admiration—affirmed his effectiveness (Woods, 2020).

Example Two: Steve Jobs

Contrasting with King, Steve Jobs displayed a different approach to power through legitimate and expert means during his tenure as the co-founder of Apple Inc. Jobs wielded his position to create an innovative culture marked by high expectations and intense scrutiny. By embodying a visionary leader who understood technology and design, he effectively influenced his team to push boundaries in product development. Jobs's ability to articulate a clear vision for Apple fostered an organizational environment where creativity thrived. However, his authoritative style often led to conflicts and high employee turnover. Still, the success of iconic products like the iPhone and iMac attests to the effectiveness of his vision and expertise in driving Apple to immense heights (Isaacson, 2011). Jobs’s leadership exemplifies how legitimate power, when combined with expert knowledge, can lead to remarkable organizational success, despite its potential downsides related to workplace morale.

Comparative Analysis of Leadership Effectiveness

Both Martin Luther King Jr. and Steve Jobs exemplify how different power dynamics can lead to varying forms of leadership effectiveness. King's use of referent and expert power enabled him to mobilize masses and achieve societal change through inspiration and collective action, showcasing the impact of ethical leadership. In contrast, Jobs’s legitimate and expert power fostered groundbreaking innovations but occasionally undermined team cohesion due to his demanding demeanor. These examples illuminate critical factors in leadership effectiveness dependent on the power style employed.

Conclusion

In conclusion, the ways in which leaders wield power—whether through referent, expert, legitimate, or coercive means—significantly influence their effectiveness. Martin Luther King Jr.'s inspiring leadership brought about profound social change, while Steve Jobs’s authoritative style propelled technological advancement. By understanding these dynamics, aspiring leaders can develop strategies to adapt their approach based on the context and desired outcomes, ultimately promoting effectiveness in their leadership pursuits.

References

• Isaacson, W. (2011). Steve Jobs. Simon & Schuster.
• Woods, K. C. (2020). Leadership and Influence: The Role of Transformational Leadership in Mobilizing Change. Leadership Studies, 23(2), 200-215.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Yukl, G. (2012). Leadership in Organizations. Pearson.
• Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do Traits Matter? Academy of Management Executive, 5(2), 48-60.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Raelin, J. A. (2016). The Future of Leadership Development: A Vision for ‘Leaders of the Future’. Leadership & Organization Development Journal, 37(8), 1131-1150.
• Robinson, K. (2011). Out of Our Minds: Learning to be Creative. Capstone.
• Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review, 78(2), 78-90.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.