Based on the case study from Midstate University Business School case regarding George Strupp School of Business Administration’s newly appointed Dean James Benvenuto, the senior faculty did not find him to be a suitable replacement to former Dean Henry Manning. The younger faculty votes for his leadership because he was open to addressing the issues that confronts the university without fear that he might offend anyone. However, the senior faculty felt like he was disrespectful and shows no regard for the senior faculty who has been there prior to him. Dean James Benvenuto was exercising the concept of legitimate power , which asserts the right of the leader to make decisions, prescribe and impose rules and demands compliance from everyone who falls within the scope of the leader’s authority (Bacon, 2011) . Benvenuto believes that along with his formal appointment as Dean, it also follows that he has the right to make decisions which he believes will benefit the university and the faculty. Unfortunately, the senior faculty was expecting more like the leadership that Dean Manning exercised—expert power. This type of power relies on the validation and approval of others, who possess expertise, and skills for making the decision (Goncalves, 2013) . In this case, the culture expects Benvenuto to consult with the senior faculty first before making any statements or decisions. Given the circumstances that Benvenuto experience with the group, it is only right that he calls for a meeting and confronts the faculty members. He cannot be dictated by anyone. However, to give courtesy to the senior staff, Benvenuto can politely discuss with them his plans and get their opinions. He does not have to follow them but at least be able to hear them out.
Power and leadership should not be used interchangeably considering that they are not the same. While both may entail the ability to influence other, one is given freely by subordinates while the other is often forced or demanded. A leader does not require any control on the subject to command respect and compliance (Lindsey, Dunbar, & Russell, 2011) . However, with power, the submissiveness is given conditionally (Bolman & Deal, 2015) . The concept of authority and superiority comes with power and these are what motivates people to follow. Depending on the culture, the concept of leadership and power may either compliment each other or it may lead into a clash of role and support. In some case, power is seen as a form of leverage to get things moving. However, the misuse of power in leadership may compromise productivity. If the leader tends to use power to take advantage of people, this would lead to ineffective leadership.
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References
Bacon, T. R. (2011, March). Role Power: Inspire and Delegate. Leadership Excellence , p. 9.
Bolman, L. G., & Deal, T. E. (2015). Reframing Organizations: Artistry, Choice, and Leadership (5th ed.). New York: John Wiley & Sons Inc.
Goncalves, M. (2013). Leadership Styles: The Power to Influence Others. International Journal of Business and Social Science, 4 (4), 1-3.
Lindsey, M., Dunbar, N. E., & Russell, J. C. (2011). Risky business or managed event? Perceptions of power and deception in the workplace. Journal of Organizational Culture, Communications and Conflict, 15 (1), 55-79.
