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MAKING A DIFFENCE THROUGH LEADERSHIP, POWER: THE FOUNDATION OF LEADERSHIP, , @ Power is the prime mover of people and events., Indeed, the essence of power is influence over the behavior of others,, However, over the past few years, a new realization on the essence of power has evolved., Power is now considered as going beyond mere influence and persuasion. It is no longer, considered as synonymous with controlling others. Neither is it faith, mindless obedience or, robotic cae fee ant, Power is ity to inspire. It is, commitment, freely given and cama,” EN AE SE MSE, Power is the foundation of effective leadership,, Leaders have power over their followers and use this power to effect influence., @ Leadership and power go hand and hand. You cannot be an effective leader without it., @ Power enables you to move, activate and empower your people., Wise use of power creates, builds and transforms, while abusive use of power destroys., , > %o0, , oe, , There are two kinds of power. Each of this types of power has a different basis and each leads to, different results., , POSITION POWER. This power is created and conveyed by the organization. It emanates, from top-level management and is delegated down the chain of command., , PERSONAL POWER. This power is derived and freely given by members of the work team, of group. It comes not from one’s status, position or title but it is built from ones relationship, , with other members of the work team group., , Four Faces of Position Power, 1. LEGITIMATE POWER. This power is based on one’s position. Employees tend to feel, , that they ought to do what the supervisor says, even if they may have personal objections, to it., , At most legitimate power leads to mere compliance or lip service: doing something to, please the authority figure, with little concern for quality of work done., , The limitation of legitimate power is two-fold:, o What the employee considers as legitimate request- ie. the scope of what an, , employee thinks the supervisor can require/ask them to do., © What you can legitimately request or ask an employee to do., The use of legitimate power is appropriate only when asking people to do something that, is within the scope of their job. However, orders and requests from someone legitimate, power maybe carried out by employees, but only to a minimum extent needed to satisfy, , the boss., 2. COERCIVE POWER. This power is the extent to which a person has the ability to, punish, physically or psychologically inflict harm on someone else, or to deny desired, , rewards. . _, ;, People follow out of fear that something bad is going to happen to them or something, , ill be taken from them. . . . ., pee - omer is the ability to force compliance with psychological, emotional, or, physical threats. It includes such action as: threatening statement, reprimand, suspension,, , ation, and ostracism., , : ili, grounding, verbal abuse, humil hostility and resentment., , Use of coercion tends to increase
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COERCIVE POWER results in unproductive and dysfunctional behavior such as:, S - lowing down of work pace, suspicion, sabotage, , L -_ ipservice loyalty and commitment, low, self-esteem, lack of creativity, O - ver dependence on authority figure, W - __ ithdrawal; non-involvement, , REWARD POWER. This power is the extent to which a person controls the rewards, that another person values., , This is based on providing something of value to others such as: money, promotions,, compliments, advance lessons opportunities for personal development, security, opportunities for personal growth, inclusion, information or enriched jobs., , This type of power is also known as utility power because the relationship is based on, the exchange of goods and services., , The advance of this type of power is that it can lead to individualism rather than, teamwork and group effectiveness, if the reward is individual-focused rather than team, , focused, , ONE CAN INCREASE ONE’S REWARD POWER BY:, , @ Finding out what others value and try to reward them in the way., , @ Using timely praise and appreciation. Employees who feel they are appreciated will, enable your team to achieve the goals of your organization., , CONNECTION POWER. This is based on power relationship with influential people., , It relies the use of contacts or friends who have influence on the person one is dealing, , with or can facilitate completion of a task., , @ This is the basis of networking and partnership., , @ Connection power person is not bad, it is how one uses this power that makes it evil., In the Philippines setting, this is sometimes abused through the “padrino system” or, MBA (may backer ako) syndrome., , ONE CAN INCREASE ONE’S CONNECTION POWER BY:, Increasing your visibility., , Expanding your network of contacts., , Getting with the “in crowd”, , Joining the “right groups and associations”, , Making strategic alliances with other groups/organizations, Make your accomplishments know to others, , Peoestee, , There are three types of personal power., , REFERENCE POWER. This power exists when a person or group identifies with the, , +, , power source or imitates the power source. ; ;, For, example, a staff member would obey the supervisor and to do things the way the, supervisor wants them done. It a sense, the staff member acts in order to sustain the, , leasing boss-subordinate relationships. / a, Referent power increases or decreases depending on the quality of relationships between, , leader and the team members., , $3
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INFORMATION POWER exists when a person 15 powerful due to the information he/she, possesses, R INFORMATION POWER:, , REASE YOU (, He et what is going on In the organization., or with other departments or agencies by, , ¢ ;, Serve on Committees, ., ; Network with other enone in your agency, information and services. /, ¢ ey cosas yourself by reading relevant materials or working papers on your field, s/her skill,, , of specialization, EXPERT POWER. This power exists when a person is powerful due to hi, knowledge, experience, or specialized competency, :, , eas — expert power should not be used to intimidate one’s person or to make them, over-dependent. Expert power should serve as a basis to become an effective coach or, mentor., , TO INCREASE YOUR mia POWER: ization provides, , @ Take all training and educational programs your organization — :, Volunteer for more complex, new tasks where you can develop additional skills and, , ¢, competence., @ Project a positive image., consistently make a choice as to the type of power you want to, , As a supervisor, you must, , have:, @ Inchoosing your power base member,, , respect and loyalty of their people.’, , “leaders are leaders only as long as they have the, , Real power empowers others., It is built on mutual trust, respect, communication and shared values. It is grounded on a, commitment to achieve the organization’s objectives., , As supervisors, you have now the POWER to SUPERVISE. SUPERVISE means:, , - trengthens your own personal power., , - nifies work team’s effort with others teams through networking and linkage., , - — rovides climate for building harmonious and synergistic relationship., mpowers people through coaching and mentoring., , evitalizes and energize the team., , alues unique difference that individuals bring to the team and organization., , - _ nspires competence and commitment., , - — ustains positive working relationship between supervisor and employee., ncourages creativity and innovation., , BOM ey eg ein, , Three Result or Outcomes of Power:, 1. Commitment occurs when the manager is also a leader. People are committed to the, person and therefore respond favorably to his/her attempt influence them., , Commitment is the positive outcome of power., 2. Compliance occurs when the boss is strictly a manager but has little leadership, , quality. Employees follow the request but do not have any personal stake in the, , result. Compliance is the neutral result of power., , 3. Resistance happens when the supervisor’s power base is weak or inconsistent with, the situation. In this case employees actively resist the attempt to influence them., Resistance is the negative result of power., , 54
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| LEADERSHIP AND MANAGEMENT: PARADIGM AND PURPOSE, , “Leadership is must more an art, a belief, a condition of the heart, than a set of things, to do. The visible signs of artful leadership are expressed, ultimately in practice.”, — Max de Pree, , Leadership is a thousand years old. It comes from the world “leadare” meaning to lead people on, ajoumey., It is a word that has played a vital role in €very culture and in every histori i, v ry historical period., Aword that often spells the difference between the success and failures of a supervisor., Leadership occurs in a variety of Setting and is manifested in a variety of ways., , Leadership is motivating and coaching your eople to get things done., Leadership is a relationship. It is a process of mutual influence It empowers people to do what, you want them to do., , Leadership is the skillful use of power. It is influencing people to accomplish goals willingly, , while at the same time gaining their respect. lo: alty, and cooperation., , Leadership is a combination of working with and through people and groups to accomplish a goal, or objective., , % It is inspiring, motivating, persuading, encouraging, and empowering others to bring out the best, qualities of our team and to achieve desired results., , % The most fundamental task of any supervisor is being an effective leader., , Here are the 3E’s of Effective Leadership:, , E- NVISION, Leaders must help employees to envision their destination by creating a picture of where the, , organization is going, what they are trying to accomplish and why., Leaders must have the skills to guide the Jourmey, as well as the passion to propel the group, forward and to champion the organizational mission and goals. Envisioning is the best way to, , empower people., Ask for their ideas and try to reach mutual understanding, consensus would be nice but, , probably not possible, understanding is what you’re looking for., You cannot force involvement, but you can get good ideas from anywhere on what would make, , oe, , v, , implementation easier., E- NERGIZE /, A leader’s aim is to obtain willingness, cooperation, loyalty, respect instead of mere grudging, , submission., A leader is able to do this when he/she personally demonstrates trust, enthusiasm and caring for, his/her people. These help to build job satisfaction and morale. Morale is high when the group is, , productive and the people in it work well together., , By energizing your people will able to;, , ® gain commitment and cooperate from your team., , ® make best use of your team’s skills, energies, and talents., , ® get your team act together to achieve agreed objectives., , ® increase productivity and ensure superior client service., soler-sopervi ize his people is by:, , ion — ‘ole : odel, ematical duiad work values/norms and encouraging, , ing as a role m, Participation 5s
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E Leaders build people’s capacity to achieve organizational objectives by openly and honestly, communicating and encouraging others to do the same,, The best way to enable your people is to clearly define their task and function and assist them in, resolving blocks and barriers to their effectiveness,, , CHAOS is the result of ineffective or poor leadership:, onflict and miscommunication, , Cc , H -_ igh bumout, , A - _ voidance of responsibility and accountability, O -_ verdependence of authority, , S - uboptimization of people capability, , Leadership is important to a Supervisor because through it, they build BRIDGES., uild a working environment chracterizeby mutual trust, openness and respect., , , , , , , , , , B , R - _ esponsive and responsible team members., , I - _ nerease in productivity and quality of outputs., , D - __ evelop shared values that shape employees attitude and behavior and, , support the organization’s vision., , G - __ reater involvement and collaboration in work teams., , E - necourage and enable employees to be their best and to do their best., , S - — uperior service., , nN, tf . LEADERSHIP ARE NOT JUST MANAGERS, “Leadership is a piece of string. Pull it and it will follow whenever you wish; push it, and it will go nowhere.”, —Gen. Dwight D. Eisenhower, , The managers directs. The leader empowers., The manager administers and maintains The leader innovates and develops., The manager focuses on systems and structure. The leader focuses on people., The manager implements technology. The leader harmonizes technology., The manager relies on control. The leader inspires trust., The manager has a short-range perspective. The leader has a long-range view., The manager asks how and when. The leader a what and why., The manager imitates. The leader originates, The manager accepts the status quo. The leader ee it ‘in, The manager does things right. The leader does the righ 8., , , , , , , , A Leader for All Seasons
