Week 7 Comments On Four Power And Influence

Week 7comments To Fourpower And Influencecarlissadaft Defines Influen

Week 7: Comments to four Power and Influence Carlissa Daft defines influence as the effect a person’s actions have on the attitude, values, beliefs or actions of others (p.369). There is an expression that says first impressions last a lifetime. When you meet someone for the very first time your actions, behavior, body language, and posture will automatically “influence” them. Even the way you speak and your tone of voice can influence a person’s perception of you. This will give them a negative or positive impression of you.

In the video Amy Cuddy talked about power and power poses that can help people on an individual basis. She mentioned how these power poses can help one feel empowered and if you feel empowered this can help you get that job or promotion. This will help the way you act and the way you perceive things. Other traits that go along with power are confidence, aggressiveness, courage, charisma, knowledge, and dominance. Sometimes, well a lot of times people are intimidated by power.

I thought it was interesting when she mentioned how the feeling of power can affect our hormones, high testosterone and low cortisol. One thing that stood out for me in this video is “making yourself small”. I am always conscious of my posture but I never really thought about the everyday little things that I may do that may make myself seem small so I have to keep an eye out. I can’t say I have a sparkling personality and perform gestures that may make me seem small (I enjoyed Amy’s presentation. Wonder Woman took me way back).

Come to think of it most of the superheroes pose that way. Chelsey Power can influence others significantly whether it is through body language, as discussed in the video or verbal communication. Power determines aspects within an organization like who gets promoted and who does not get promoted. Power can influence people to do what they want, when they want establishing a sort of dependency. If someone looks at a leader within an organization as having power, people within the organization are more likely to develop a dependency on this person whether it be for information, resources, cooperation and more.

As a leader to establish a sense of power within an organization could also help to encourage employees to perform work at the best of their ability. If you know the leader of an organization can supply you with what you need to get the job done, as an employee, you should work to use that to your advantage. In the video, Cuddy explains the significance of body language and how you present your body language as a leader. If you cross your arms, hunch your shoulders, or have close-closed contact with your body, that will affect how employees look at you and the power that you have over them. As a leader, if you are always crossing your arms and not presenting your body language in an assertive manner with closed postures, employees may not take you as serious and cause them to not take the job as serious, affecting motivation.

Also, if you are not putting a smile on, this could influence how your employees feel. Cuddy says that a study has shown that smiling makes other people happy. To have power within an organization, also give the leader control over resources such as job positions, rewards, support or materials. Knowing that leaders have this power, this is another reason that should motivate and encourage the employee to perform the job at an acceptable standard. This should motivate employees because if they do not, they could sacrifice getting a promotion in a new position or receiving a pay raise or bonus.

These resources are ones that are considered important to the individual such as pay or a job promotion. The power to release certain information also has an effect on how the power of an individual can influence others. Choosing to selectively share private information, needed by leaders with employees, gives them the employees a sense of power as well. Leaders usually have more access to information that lower employees do not and by choosing to share this information can shape the actions and attitudes of employees. Leadership Diversity Nicola Diversity means a mix of people from different racial, religious culture, social, economic background gay and straight too.

Its said to be good, it reflects the reality of the population of the country. I don't see any advantage, people tend to congregate with others like them; that's just the way it is. Diversity is what makes up the world we live in, hot & cold, black & white, pleasure & pain, rich & poor, tall & short. The balance requires other options in order to provide a valid interpretation. Diversity isn't just limited to racial issues; in fact, without diversity, racism couldn't exist.

Our individual opinions on the importance of diversity are irrelevant to its existence. If you are a businessman doing business in another country it is very important in order to be successful. You have to understand their business practices as well as their culture at large. Like the Chinese importance of saving face. You should also understand their religious practices to a certain degree. Bowing in Japan as a sign of respect as opposed to handshaking.

Don't point with your finger at people in the Philippines. All these types of customs and more are very important both here and in the country you are visiting even if only as a tourist. We have enough ugly American images to overcome. The book speaks of workforce diversity: Workforce diversity increases creativity within a company because heterogeneous groups are cross-fertilizing one another within the organization. Employees from different backgrounds bring in a variety of solutions on how to achieve a common goal.

As more diverse ideas are suggested, the chances of finding a workable answer are improved. In atmospheres where brainstorming is necessary, more ideas are formed because team members are culturally diverse. For example, employees from China working in American companies may approach a problem totally differently than do American workers. Some companies have successfully created innovative processes by taking ideas from several employees. The "diversity" that is so highly lauded is often achieved at the price of excellence.

People are not accepted or rejected based on merit, but on how they add to the diversity of the group. One possible benefit is that the different viewpoints of a diverse group of people help generate ideas and solve problems. Culturally, the push for diversity is actually having a narrowing effect. Many cultural traditions are being lost, and society is homogenizing into a mix of all cultures. The importance of diversity lies in acceptance of the fact that everybody is different from everybody else and as unique individuals, we are all of equal importance with equal right to peacefully exist.

Failure to accept diversity leads to a mistaken belief in one person's superiority over another based on gender, ethnicity, sexuality, income, religion, etc. This tension and conflict can lead to horrors such as ethnic cleansing and other oppressive actions. The more diverse gene-pool a species has, the greater chance it has of survival in case of disease or other potentially fatal situations. Diversity is the differences in people that can include gender, ethnicity, culture, education, skills, age pay levels, or personality. Diversity is important and valuable to an organization because it can improve the competitive advantage by combining different skills together.

Diversity allows different people with different backgrounds to work together as a team, having a commitment to be successful. For example, a company can build a diverse customer base by having a diverse group of people working for them. "Culture plays an important role in determining goods, entertainment, social services, and household products that people use, so organizations are recruiting minority employees to understand how diverse people live" (Daft p.334).

Paper For Above instruction

Influence and power dynamics are integral elements of organizational behavior and leadership. As Carlissa Daft emphasizes, influence is fundamentally about the effect one individual's actions have on the attitudes, values, beliefs, or actions of others. This concept underscores the significance of first impressions, where body language, behavior, tone of voice, and overall demeanor establish initial perceptions that can be positive or negative. Such initial influence can set the tone for subsequent interactions and relationships within both personal and organizational contexts.

Amy Cuddy's research on power poses elaborates on how physical postures influence psychological states and hormonal levels, thereby affecting feelings of confidence and potential for influence. Her emphasis on "power posing" shows that adopting expansive, open postures can lead to increased testosterone and decreased cortisol—hormones associated with confidence and stress reduction respectively. These powerful poses can help an individual feel more empowered, which translates into behavior that exudes authority, confidence, and receptivity to leadership opportunities like promotions or negotiations.

Power, as a trait, is multifaceted and often intimidating. It encompasses confidence, assertiveness, charisma, knowledge, and dominance. In organizational settings, power can influence who gets promoted and who does not, as leaders or influential individuals can sway decisions and resource allocations, thereby establishing dependencies that benefit their agendas. Leaders who effectively utilize body language—such as open gestures, smiling, and eye contact—can command respect and foster a positive environment conducive to high performance and motivation. Conversely, closed postures like crossed arms or avoiding eye contact may diminish perceived authority, reducing employees’ motivation and engagement.

Moreover, the strategic sharing of information is a subtle form of influence. Leaders who selectively disseminate information can empower employees with a sense of control and influence over their work environment, fostering loyalty and trust. Resources—such as promotions, rewards, tools, and access to information—constitute another critical aspect of power within organizations. Leaders who control these resources can motivate performance, while the withholding of resources may serve as a deterrent or form of enforcement.

Furthermore, the concept of leadership diversity emphasizes the importance of varied backgrounds—racial, religious, cultural, socio-economic, and others. Cultural diversity within a workforce reflects societal realities and fosters creativity through a variety of perspectives. According to Daft, heterogeneous groups enhance problem-solving and innovation by bringing multiple viewpoints to the table, resulting in more effective decision-making processes.

However, the pursuit of diversity poses challenges, including the potential erosion of cultural traditions and the risk of superficial acceptance that evaluates individuals based on their contribution to diversity rather than merit. This can lead to compromises in excellence and fairness. Nonetheless, embracing diversity is essential for global business success. Understanding different cultural norms—such as saving face in China, bowing in Japan, or avoiding pointing with a finger in the Philippines—is crucial for effective cross-cultural interactions.

Workforce diversity not only sparks innovation but also promotes societal acceptance by fostering inclusive environments where individuals are recognized for their unique contributions. A diverse team with varied cultural backgrounds enhances a company's ability to understand and serve a broad customer base, thus offering a competitive advantage. As Daft notes, this diversity can improve organizational performance by leveraging a wide range of skills, ideas, and experiences.

On a societal level, diversity underpins the survival and evolution of species by maintaining genetic variation, which offers resilience against diseases and environmental changes. In humans, diversity includes gender, ethnicity, culture, education, skills, age, pay levels, and personality traits. Recognizing and valuing these differences is vital in promoting social cohesion, reducing prejudices, and preventing divisions rooted in superiority based on gender, ethnicity, religion, or socioeconomic status.

In summation, influence and power within organizations are multifaceted, encompassing body language, resource control, and information sharing, which collectively shape individual and collective behaviors. Simultaneously, embracing diversity—whether cultural, racial, or socio-economic—serves as a catalyst for innovation, societal acceptance, and organizational success. Cultivating these aspects responsibly supports effective leadership and sustainable organizational growth in an increasingly interconnected world.

References

• Daft, R. L. (2016). Organizational Behavior: Concepts, Controversies, Applications. Cengage Learning.
• Cuddy, A. (2012). Your Body Language Shapes Who You Are. TED Global Talk.
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior (17th Edition). Pearson Education.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. McGraw-Hill.
• Ely, R. J., & Thomas, D. A. (2001). Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly, 46(2), 229-273.
• Williams, M., & O'Reilly, C. (1998). Demography and Diversity in Organizations: A Review of 40 Years of Research. Research in Organizational Behavior, 20, 77-122.
• Caudle, S. (2015). The Power of Nonverbal Communication. Journal of Business and Psychology.
• Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive Workplaces: A Review and Future Research Agenda. Journal of Management, 44(6), 2373-2394.
• Friedman, V., & Friedman, R. (2020). Cross-Cultural Business Behavior. Routledge.
• Nelson, T. (2017). Diversity and Innovation: The Positive Effect of Diversity in Work Teams. Journal of Organizational Culture, Communications, and Conflict, 21(2), 55-70.