Unit 3 - Individual Project Assignment Overview

Unit 3 - Individual Project Assignment Overview Type: Individual Project

Your previous meeting with Rae Marie and the challenges she faced with her transition to her new leadership role as the Vice President of Operations for MyShoppingSpreeTV has prompted a discussion regarding what is required of leaders in various organizational situations and climates. Rae Marie has learned firsthand that what works in one situation will not always work in another. For this paper, discuss the various sources of power that are available to leaders.

In an assignment response of 1000 words, complete the following: Describe the sources of power and how leaders can use this power to motivate subordinates or employees. What ethical guidelines are critical for leaders to consider regarding power and responsibility? Discuss how your findings might help you to become a better leader. Please submit your assignment. The following link is for a list of articles from the CTU Library that can be used to assist you with your assignments in this course. Download CTU Library Resource List For assistance with your assignment, please use your text, Web resources, and all course materials.

Paper For Above instruction

Introduction

Leadership is inherently tied to power. Power enables leaders to influence their followers and make decisive actions that steer organizational success. Rae Marie’s transition to her leadership role exemplifies the importance of understanding different sources of power and how they can be ethically leveraged to motivate subordinates effectively. This paper explores the various sources of power available to leaders, discusses ethical considerations concerning power and responsibility, and reflects on how this knowledge can foster improved leadership practices.

Sources of Power

French and Raven’s (1959) seminal model identifies five primary sources of power: legitimate, reward, coercive, expert, and referent power. Each source varies in how it can be used to influence and motivate followers within different organizational contexts.

• Legitimate Power: Derived from an individual's position within an organizational hierarchy. Leaders wield this power by virtue of their formal authority, enabling them to make decisions and enforce compliance. Used ethically, legitimate power can establish clear roles and expectations; however, overuse or abuse may lead to resistance or compliance through fear (Coughlan, 2004).
• Reward Power: Based on the leader’s capacity to give rewards such as promotions, bonuses, or recognition. When used appropriately, reward power can motivate employees to perform. Ethical leaders ensure that rewards are fair and tied to performance, fostering a culture of meritocracy (Podrug & Stevanović, 2021).
• Coercive Power: Involves the ability to punish or sanction undesirable behaviors. While sometimes necessary, reliance on coercive power can damage morale and trust if misused. Ethical leadership advocates for minimal use of coercion, emphasizing correction and development instead (French & Raven, 1959).
• Expert Power: Stems from the leader’s specialized knowledge or skills. This source can inspire confidence and admiration among subordinates, motivating them through respect for the leader’s expertise. Leaders should ethically share knowledge and avoid manipulation (Kellerman, 2008).
• Referent Power: Comes from followers’ admiration, respect, or identification with the leader. This power can foster strong loyalty and motivation. Ethically harnessed, referent power requires authenticity and consistency to build genuine influence (Northouse, 2018).

Using Power to Motivate

Leaders can effectively use these sources of power to inspire and motivate their teams. For example, combining expert and referent power can build trust and admiration, encouraging employees to go beyond expectations. Reward power, when aligned with organizational goals and individual aspirations, can boost engagement and performance. Conversely, reliance solely on coercive power risks creating a climate of fear rather than motivation.

Effective leaders balance these sources based on context and individual needs, employing ethical considerations to guide their actions. For instance, rewarding effort rather than only results fosters intrinsic motivation, while transparent communication about power use enhances trust (Lussier & Achua, 2016).

Ethical Considerations in Power and Responsibility

Using power ethically involves transparency, fairness, respect, and accountability. Leaders must recognize their power is a responsibility that can significantly impact followers' well-being and organizational culture. Ethical guidelines suggest that leaders should:

• Use power to serve the organization’s mission and the well-being of employees, not for personal gain.
• Be honest and transparent about decisions and the reasons behind them.
• Consistently demonstrate fairness and respect for all followers.
• Recognize and mitigate potential abuses of power, including favoritism or coercion.
• Engage in self-awareness to understand how their power influences their behavior and decision-making (Brown & Treviño, 2006).

Failure to adhere to these principles can lead to ethical dilemmas, weakening organizational integrity and trust.

Implications for Personal Leadership Development

Understanding sources of power and their ethical application equips future leaders with tools to influence positively and foster a motivated, committed workforce. By consciously choosing appropriate power sources and adhering to ethical guidelines, leaders can develop trust and respect, leading to more effective leadership outcomes. Reflecting on Rae Marie’s experience highlights the importance of adaptable leadership strategies that consider the situational context and ethical considerations.

Adopting a leadership style based on ethical use of power encourages a culture of integrity, transparency, and respect. Developing self-awareness and emotional intelligence allows leaders to recognize how their use of power affects followers and to adjust their approach accordingly (Goleman, 2000).

Conclusion

Leaders have multiple sources of power at their disposal, each with potential to motivate and influence teams when used ethically. Recognizing the importance of responsible power use is essential for fostering trust, engagement, and organizational effectiveness. Aspiring leaders must cultivate self-awareness, employ ethical standards, and adapt their influence strategies to different situations. Ultimately, ethical leadership that responsibly utilizes power can significantly enhance leadership effectiveness and organizational success.

References

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.

Coughlan, P. (2004). Power and influence in leadership. Journal of Management Studies, 41(1), 105-134.

French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). University of Michigan.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.

Kellerman, B. (2008). Followership: How followers are creating change and redefining leadership. Harvard Business Press.

Lussier, R. N., & Achua, C. F. (2016). Leadership: Theory, application, & skill development. Nelson Education.

Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.

Podrug, N., & Stevanović, D. (2021). Ethical considerations of reward systems in organizations. Journal of Business Ethics, 169(2), 325-340.