Different forms of power can either have positive or adverse effects. If power is not correctly used it can cause an organization to stagnate. An effective leader should know how to wield power to enact progress within their sphere of influence (Cangemi, 2000). Of the five bases of power at the disposal of any manager, reward power, legitimate power, and referent power would be the most effective ones for my optimum productivity. Coercive and expert powers often have negative results on my output.
Reward power yields positive results because employees are encouraged to work hard in anticipation of a reward. It is known to create healthy competition among employees within an organization and increase employee loyalty. This power also increases teamwork in cases where a reward is promised to an entire team. Legitimate power creates a clear hierarchy of power within an organization ( Beetham, 2013). Authority is clearly stated and, therefore, scramble for power is limited. In most organizations, legitimate power is considered normal, and sometimes rules and regulations exist to reinforce it. Legitimate power makes employees self-driven, thus performing efficiently. On the other hand, referent leaders achieve positive results through a good working relationship and effective collaboration between employers and employees. They model desired behaviors into their employees, leading to reduced counterproductive behavior and workers' commitment to their jobs.
Delegate your assignment to our experts and they will do the rest.
Coercive power makes an unpleasant environment in an organization because leaders rule by fear, punishment, demotion or shame as a means of motivation. It bases more on forcing an employee to do something against their will. The result of this power is mainly resentment and dissatisfaction and does not yield the best results (Introduction: Management and leadership in organizations," 2007). Expert power can be a double-edged sword because one's power diminishes, and the expertise gap decreases as they share their knowledge (Campbell, 2005). Leaders who employ this are myopic because they see everything through their expertise less and do not consider the more significant organizational challenges.
In conclusion, any leader should choose a power that is positively related to job satisfaction and commitment and leads to building an organization.
References
Beetham, D. (2013). Modes of non-legitimate power. The Legitimation of Power , 205-242. https://doi.org/10.1007/978-1-137-36117-2_7
Campbell, D. (2005). Organization culture: Leadership, power and control. Organizations and the Business Environment , 477-498. https://doi.org/10.1016/b978-0-7506-5829-4.50025-7
Cangemi, J. P. (2000). Developing personal power - A requisite for effective leadership in organizations. IFE PsychologIA , 8 (1). https://doi.org/10.4314/ifep.v8i1.23579
Introduction: Management and leadership in organizations. (2007). Leadership and Management in Organisations , xiii-xiv. https://doi.org/10.1016/b978-0-08-046528-9.50003-8
