Leadership and Decision-Making: Analysis of Power Styles in a Case Study

This paper analyzes the power styles of three individuals in a case study on decision-making and leadership. The types of power discussed include legitimate, expert, and referent power. The facility administrator displays legitimate power, the accounting manager displays expert power, and the president of the software manufacturer displays referent power. The paper discusses how each individual's power style influenced the decision-making process.

Running head: LEADERSHIP AND DECISION-MAKING
LEADERSHIP AND DECISION-MAKING
Name of the Student
Name of the University
Author Note

1LEADERSHIP AND DECISION-MAKING
The power in the social media refers to the abilities that have been displayed by the
concerned people in the matters that pertain to influencing or controlling the behavior of the
people who have been surrounding the concerned person. There are six different types of social
power that might be displayed by the concerned people. These types include the reward power,
the coercive power, the referent power, the legitimate power, the expert power and the
informational power (Raven 2017). The following paper discusses the various types of power as
depicted by the various members who have been discussed within the case study and moves on
to explain the concerned types of power.
Jack Morelli
The facility administrator of the Restview Hospital, Jack Morelli, tends to display the
legitimate style of power in the matters that pertained to the choice of the provider of the
software that was needed to ease out the systems that were used in order to distribute the
remuneration according to the payroll of the concerned organization. The concerned company,
Standard Software Systems, has been observed to be delivering the software that is not user
friendly neither easy to use. The facility administrator has been observed to have been extending
the contract to the Standard Software Systems despite the fact that the concerned company had
been poorly reviewed by the accounting manager of the concern, Mary Carter due to the personal
connections that are present between the facility administrator and the president of the software
company (Sousa and van Dierendonck 2017). Thus, the facility administrator of the Restview
Hospital, Jack Morelli, might be said to have been depicting the legitimate style of power in this
case (Mulki, Caemmerer and Heggde 2015). The decision that was imposed by the concerned
person was taken on the basis of the position that was held by the Jack in the concerned company

2LEADERSHIP AND DECISION-MAKING
and did not take into account the report that was provided by the accounting manager of
Restview Hospital.
Mary Carter
The power style depicted by the accounting manager of the concern, Mary Carter is
known to the expert power style. This style of leadership tends to be take decisions on the basis
of the various information that is gathered from the available sources and analyzed on the basis
of the expertise and the understanding of the person who has been dealing with the concerned
factors that are related to the problems that have been presented through the given scenario
(Zigarmi, Roberts and Alan Randolph 2015). The accounting manager of the concern, Mary
Carter, according to the case study had discussed with the members of the various software
companies that were chosen for dealing with the matters that pertain to the ease of operating the
concerned payroll of the company in discussion, Restview Hospitals. The accounting manager is
observed to have been gathering a lot of information by visiting the other hospitals who have
been using the similar software for easing out the systems that were used in order to distribute
the remuneration according to the payroll of the concerned organization. She is observed to have
utilized her expertise in the matters that pertain to the implementation of the software for rolling
out payments to the staff in a manner that is convenient and would operate in a smoother manner.
President of Standard Software Process
The power style depicted by the president of the software manufacturer in discussion,
Standard Software Process is the referent power style. This power style might be defined as the
power style when the person is referred to by the various people who seem to promote the
various products and services that are manufactured by the concerned company (Kim, Lee and

3LEADERSHIP AND DECISION-MAKING
Lee 2017; Riasi and Asadzadeh 2015). The president of the software manufacturer in discussion,
Standard Software Process as described within the given case study depicts the fact that the
president had not put in the efforts to enhance the services that are covered within the software
that is being provided to the various clients of the company like the Restview Hospitals. The
software that is provided by the company tends to be cumbersome for the concerned clients who
have been using the software for rolling out the proper payment to the employees of the
organization.
Thus, from the above discussion it might be revealed that the three different people who
have been responsible for the decision of the implementation of the proper software that might
help in the easy rolling out of the payments according to the payroll of the concerned company.
the analysis various power styles that have been depicted by the three different people tends to
depict the positions that they might hold within the decision-making on the given matters.

4LEADERSHIP AND DECISION-MAKING
References
Kim, K.T., Lee, J.S. and Lee, S.Y., 2017. The effects of supply chain fairness and the buyer’s
power sources on the innovation performance of the supplier: A mediating role of social capital
accumulation. Journal of Business & Industrial Marketing, 32(7), pp.987-997.
Mulki, J.P., Caemmerer, B. and Heggde, G.S., 2015. Leadership style, salesperson's work effort
and job performance: the influence of power distance. Journal of Personal Selling & Sales
Management, 35(1), pp.3-22.
Raven, B.H., 2017. The comparative analysis of power and power preference. In Social power
and political influence (pp. 172-198). Routledge.
Riasi, A. and Asadzadeh, N., 2015. The relationship between principals’ reward power and their
conflict management styles based on Thomas–Kilmann conflict mode instrument. Management
Science Letters, 5(6), pp.611-618.
Sousa, M. and van Dierendonck, D., 2017. Servant leadership and the effect of the interaction
between humility, action, and hierarchical power on follower engagement. Journal of Business
Ethics, 141(1), pp.13-25.
Zigarmi, D., Roberts, T.P. and Alan Randolph, W., 2015. Employees’ perceived use of leader
power and implications for affect and work intentions. Human Resource Development
Quarterly, 26(4), pp.359-384.