Riyadh Alhamran: Trump, February 22, 2015, ADM G372 Seven Ty

Riyadh Alhamranidrtrumpyfebruary 22 2015admg372seven Types Of Power

Riyadh Alhamranidrtrumpyfebruary 22 2015admg372seven Types Of Power Riyadh Alhamrani Dr.Trumpy February 22, 2015 ADMG372 Seven types of power paper Power is said to be the ability to influence others directly or indirectly. This power can be derived from the position one holds or from ones persona. In other words power can come from two main sources; position and personal. This paper discusses the seven types of power in as far as Mr. Trumpy a PHD professor is concerned. Personal power (i) Referent power Dr. Trumpy has got a very very impressive CV and great experience across several fields such as education, healthcare, consultation, leadership and training. As such, many upcoming scholars and professionals look up to him. He is also an R&B musician and that means he has fans that most likely make some reference to him. (ii) Expert power There is no doubt that Dr. Trumpy is knowledgeable in a number of fields. A Doctorate degree in education and with whooping 23 years’ experience means Dr. Trumpy is an expert in education matters. He is also a pilot which requires expert knowledge. He is also an expert in determining people’s personality using Meyer Briggs Type indicator (MBTI).All these are sources of power. Position power (iii) Legitimate power Dr.Trumpy has held so many positions and any position one occupies gives him or her ability to influence those below .He has been an Executive Director, director, chair,l ecturer,assistant professor, associate professor amongst so many other positions he has held in education, healthcare and some many other areas he has served. (iv) Reward power Any position one holds a position means he has control of some resources and also can make decisions that can favour a particular person. This makes them influential as subordinates know they have the ability to reward them.as the executive director for example Dr. Trumpy has the ability to allocate more resources to agiven department, hand promotion to a given employee or recommend transfer to a more favourable department or section in the organization. (v) Coercive power By virtue of position one occupies, he will derive some form of influence because can punish subordinates or make decisions that will be unfavourable to the subordinates. Dr. Trumpy occupied various positions and that means he could demote a subordinate, transfer to a less favourable section of the organization or even take disciplinary action. (vi) Information power As the Executive director for example, Dr. Trumpy must have had access to vital information that people in the middle and lower levels of management could not access. This makes him derive some power from the fact that he is the only one that can access such information and that others can get the same information through him or via his approval. (vii) Ecological power With the positions he occupied, Dr. Trumpy could exercise ecological power by coming up with values, rules and norms that will influence the way things are done in the various institutions and organizations he worked for.

Paper For Above instruction

Introduction

Power dynamics are fundamental to organizational behavior and leadership theories, impacting how influence is wielded based on both positional authority and personal attributes. Understanding the seven types of power provides a comprehensive framework to analyze authority structures, influence mechanisms, and interpersonal relationships within organizations. This essay explores these types through the perspective of Dr. Trumpy, a distinguished academic and professional, illustrating how each form of power manifests in real-world contexts.

Personal Power

Referent Power

Referent power derives from admiration or personal identification with an individual. Dr. Trumpy's impressive curriculum vitae, encompassing diverse fields such as education, healthcare, and leadership, establishes his authority and admiration among students, colleagues, and upcoming professionals. His multifaceted career as an educator, healthcare specialist, and musician endows him with a charismatic presence that others aspire to emulate. Fans from his music career also hold him in regard, further accentuating his referent power. This form of influence exemplifies how personal attributes and achievements foster loyalty and respect, enabling him to shape opinions and motivate behavior.

Expert Power

Expert power stems from possessing specialized knowledge or skills. With a doctorate in education, over 23 years of experience, and proficiency as a pilot, Dr. Trumpy's expertise spans multiple domains. His ability to accurately determine personalities using the Myers-Briggs Type Indicator (MBTI) underscores his proficiency in psychological assessment and human resource development. Such authoritative knowledge grants him credibility and influence in decision-making processes, consultation, and mentorship, reinforcing his stature as an expert in his fields.

Position Power

Legitimate Power

Legitimate power arises from formal roles and titles within organizational hierarchies. Dr. Trumpy has held various influential positions—including Executive Director, department chair, lecturer, assistant professor, and associate professor—each conferring authority to influence subordinates. These roles inherently grant him the rightful capacity to make decisions, enforce policies, and direct organizational activities, thereby legitimizing his influence based on organizational structure.

Reward Power

Reward power is based on the ability to provide positive incentives. As an incumbent in leadership roles, Dr. Trumpy controls resources such as promotions, bonuses, or transfers that can motivate subordinate performance. For instance, he can allocate resources or recommend career advancements, thereby shaping behavior through tangible rewards. This influence depends on the subordinate’s recognition of the reward authority attached to his position.

Coercive Power

Coercive power involves the capacity to impose sanctions or punishments. Dr. Trumpy's multiple leadership roles position him to discipline, demote, or assign less favorable duties to subordinates. The threat of disciplinary actions, transfers to less desirable sections, or demotion exemplifies coercive influence stemming from positional authority, often balanced against the need for fairness and ethical considerations.

Information Power

Information power arises from access to confidential or strategic information. As an executive director, Dr. Trumpy would have obtained vital data that is inaccessible to lower levels of management. Such exclusive access bestows him with influence over decisions, as others depend on his approval or guidance to obtain critical information, thus reinforcing his authority within the organization.

Ecological Power

Ecological power refers to shaping organizational culture through the establishment of values, norms, and rules. Dr. Trumpy, through his various leadership posts, could influence organizational behavior by creating or reinforcing policies and cultural standards that guide conduct and decision-making. This form of power subtly molds organizational climate and societal expectations within his spheres of influence.

Conclusion

In summary, the diverse forms of power—personal (referent and expert) and positional (legitimate, reward, coercive, information, and ecological)—are essential for effective leadership and influence within organizations. Dr. Trumpy exemplifies these power types through his multifaceted career and leadership roles. Recognizing how each form operates allows leaders to ethically and strategically utilize influence to achieve organizational goals while maintaining integrity and respect.

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