Organizational Behaviour and People Management

This document discusses the types of power demonstrated by a leader in a team, how a project manager can use this power, its impact on the performance of the project team, likelihood of project success, benefits of using multiple sources of influence, and the difference between influence and manipulation.

Running head: ORGANIZATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Organizational Behaviour and People Management
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1ORGANIZATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
Table of Contents
One or more of the types of power demonstrated positively or negatively by the leader of
the team..................................................................................................................................2
Discussion about how project manager can use this type of power.......................................2
Impact on the performance of the project team.....................................................................2
Likelihood of project success.................................................................................................3
Benefits to be gained from using more than one source of influence when leading a team. .3
Difference between influence and manipulation....................................................................3
References..................................................................................................................................4

2ORGANIZATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
One or more of the types of power demonstrated positively or negatively by the
leader of the team
One of the powers of a project manager that exits positive effect on the entire project
team is the power of rewards and recognition which stems in a project manager to facilitate or
reward the worthy people within the team based on their effort and their contribution to the
team. The team members become motivated to work all contribute to the team in the most
effective way possible due to this rewarding power.
One of the powers that exit negative impact on the project team is the formal power of
a project manager, but this only affects our project team negatively when a project manager is
assigned this power on the base of their position and instead of making a positive leadership
attitude with the legitimate power the project manager invest the time in putting themselves
as a project manager more and less of a leader.
Discussion about how project manager can use this type of power
A project manager may use the power of rewards and recognition in a team for
facilitating the people who have contributed essentially to the project team.
The legitimate power of a project manager is by default exerted upon them through
their position (Madsen, 2015). The only positive effect that they can reflect upon the project
team is by utilising this power to lead the entire project team.
Impact on the performance of the project team
The team members become motivated to work all contribute to the team in the most
effective way possible due to this rewarding power. This results in maximizing the
productivity or performance of the project team.

3ORGANIZATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
If a project manager invests more time in displaying the power rather than putting it in
way for leading the team, the productivity of the team becomes affected and it tends to
decline.
Likelihood of project success
The likelihood of a project success is channel through the rewards and recognition
power with the leadership ability of the project manager.
Benefits to be gained from using more than one source of influence when leading
a team
When more than one source of influence is used for leading a team then the
knowledge management and Information sharing is built up in a much more feasible way.
This is because if a project team has only one source of leading influence, it is not always
possible that the person at the lowest level of hierarchy can reach towards that particular
leader and Information sharing process would not be fulfilled in the most effective way.
Difference between influence and manipulation
The primary point of differentiation between influence and manipulation is that the
former is a recognised process that has the ability of getting another person work in the same
way that an individual reacts, works or believes in, where on the other hand manipulation
exerts a devious influence on a person for their own personal needs (Tedeschi, 2017).

4ORGANIZATIONAL BEHAVIOUR AND PEOPLE MANAGEMENT
References
Madsen, S. (2015). The power of project leadership: 7 keys to help you transform from
project manager to project leader. Kogan Page Publishers.
Tedeschi, J. T. (2017). The social influence processes. Routledge.