Leadership Drawing from positional sources of power is more effective in organizational settings than drawing from personal sources of power. In this coursework I shall discuss two theories explaining different sources of power that related to positional sources of power and personal sources of power.
In all cases, my contacts were a bit indignant that I did not comply. Even though I tend to be flexible, I also have to manage my time and energy to deliver good work. My prospects were stunned, to say the least. With the corporate power and money behind them, they were Positional and personal power to getting their way.
I read a similar post by Frederic Laloux the author of Reinventing Organizationsthe other night on Facebook.
When Frederic refused, he was not hired which was fine by him. Do as I say? It leaves me with a strange feeling. I almost feel like a radical, like a rebel for not playing along those rules anymore.
But, on the other hand, it simply no longer makes any sense to me. But first, one remark: Most professionals who work in corporations are nice people who mean well. Our individual power is closely related to the concepts of freedom and autonomy. As an entrepreneur, author, and self-employed professional, I have the freedom to choose who I work with, and the autonomy to execute my tasks as I see fit.
I derive my power from my expertise, my efforts, my results and my online reputation, but not from my position. I still praise the day 20 years ago, when I quit my job to gain more control over my life.
I have no position power over others and that is fine with me. People are free to hire my services, or not. You are free to read my books and articles, or to decline them. In return, you enjoy a shared purpose, a framework of meanings, decision criteria and values, and a regular salary.
Your daily tasks are no longer entirely under your control, nor are your decisions, the people you work with, the projects you do or the goals you set. It also yields more belonging and shelter if you join a fair organization.
The fairness of this power-swap-for-membership depends on the organizat ion or group you join. On a polarity scale from old to new, or from one to many: Push the power up The old-single-power is the classic pyramid.
What happens when you see a pyramid? The architecture leads your eye up, towards its top. The top is a single point that dominates the whole structure. In a classic bureaucracy, one leader rules the hierarchy. One leader is responsible. One leader is empowered to their maximum while the levels below them are disempowered in varying degrees.A manager obtains his or her power from both the organization (positional power) and from themselves (personal power).
The key to successful management lies in using a combination of positional. The single greatest influencing factor on whether your team is engaged is you, the manager.
A significant part of this influence you hold lies in the type of power you choose to use in order to carry out your manager role – position power or personal power.
Positional Power: Legitimate, Coercive & Reward Power The key to successful management lies in using a combination of positional power and personal power.
Positional Power: Legitimate. How to Use Your Power for Good, Not Evil Don't confuse personal power with positional power. As a leader, who you are always trumps the title on your business card. Drawing from positional sources of power is more effective in organizational settings than drawing from personal sources of power.
” Discuss. In this coursework I shall discuss two theories explaining different sources of power that related to positional sources of power and personal sources of power.
I shall outline the usage of positional sources of [ ].
Old Power centers at the top of the organization and is primarily position power, while New Power is shared collectively and is both personal power, and position power with others.