power and influence 4
Power and Influence
In some cases, leaders are selected through a competitive process. In this process, a number of qualified applicants compete for the same leadership position within an organization and are appointed as leaders by upper management. In other cases, leaders emerge because of their influence or power within a group. For instance, think for a moment about the social identity perspective of leadership from Week 1. According to social identity theory, leaders emerge based on dynamic group processes (e.g., prototypicality, social attraction, and attribution) in which group members perceive certain individuals as having power and influence (Hogg, 2001).
To prepare for this Discussion:
- Review the articles “Administrative Leadership and Use of Social Power” and “Who Gets Power”And How They Hold On to It: A Strategic-Contingency Model of Power.”
- Review the course media “Leadership Emergence,” with Russ Bredholt.
- Think about the differences between power and influence. Also, consider the roles of each in leadership emergence.
- Think about specific examples from your own professional experience, past or present, in which power and influence played a role in leadership emergence.
With these thoughts in mind:
Post by Day 4 an explanation of the differences between power and influence. Then explain the roles of power and influence in leadership emergence. Be sure to use specific examples to support your explanation.
Be sure to support your postings and responses with specific references to the Learning Resources.
- Article: Foti, R. J., & Hauenstein, N. M. A. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92(2), 347-355.
Use the Business Source Premier database, and search using the article’s Accession Number: 24665086
- Article: Lundstedt, S. (1965). Administrative leadership and use of social power. Public Administration Review, 25(2), 156-160.
Use the Business Source Premier database, and search using the article’s Accession Number: 4595229
- Article: Riggio, R. E., Riggio, H. R., Salinas, C., & Cole, E. J. (2003). The role of social and emotional communication skills in leader emergence and effectiveness. Group Dynamics: Theory, Research, and Practice, 7(2), 83-103.
Use the PsycARTICLES database, and search using the article’s Accession Number: gdn-7-2-83
- Article: Salancik, G. R., & Pfeffer, J. (1977). Who gets power?And how they hold on to it: A strategic-contingency model of power.Organizational Dynamics, 5(3), 3-21.
Use the Business Source Premier database, and search using the article’s Accession Number: 5140668
â€œThree Brief Case Illustrationsâ€
Explanations about the nature of leadership typically revolve around two sources:
- Inherited personal qualities/traits
- Learned behaviors and know-how
There is a third explanation known as emergence. This theoretical perspective maintains that leadership emerges from a context of variables.The following are some illustrations.
The marketing division at Trendy, Inc. was in a very difficult situation.The manager, Jim Edgeman, had to resign suddenly for health reasons.Trendy, Inc. was in the middle of a vital project which could not be delayed while the company went through a recruitment process to replace Jim.Donna Donow, VP of HR, had to act quickly.She reviewed the list of marketing division personnel.There was one person, Mark Riteman, who was well known for his reliability and creativity.People trusted Mark.He wasnâ€™t charismatic or highly credentialed.Donna knew, however, that he was the best choice for the position in this situation.Mark became the assigned leader.
The order management group of Precise Manufacturing, Inc. had been working as a self-managed team for many years.They had worked through a lot of challenges together.By now the team recognized that Kathy Steadimore was their go-to person.She was perceived by team members as having sound judgment, caring for others, and being knowledgeable of the work process.Decisions were rarely made without consulting with Kathy. She had no formal power but she had enormous influence.There was no positional leader of the team.Kathy was the affirmed leader of the group.
Linda Ling managed a family-owned home furnishings store.The store needed someone to serve as a creative consultant.It was customary for all leader positions in the store to be held by family members.Lindaâ€™s niece was near completion of her degree in management from