Leadership and Power: Theories, Styles, and Influence Analysis

This report provides a comprehensive analysis of leadership and power, starting with an introduction that highlights the importance of communication, awareness, and relationship-building in organizational settings. The report defines power and influence, emphasizing that these concepts are not limited to leaders and superiors. It explores the consequences of power, including commitment, compliance, and resistance, and discusses the distribution of power within organizations. The relationship between influence and power is examined, focusing on how leaders use these to achieve company goals. The report details the five sources of power: legitimate, expert, coercive, referent, and reward, and then moves on to describe different leadership styles, including autocratic, democratic, laissez-faire, transformational, and transactional. It further elaborates on the five sources of power, detailing their characteristics and advantages/disadvantages. The report also discusses how power relates to leadership, the impact of leader-staff relationships on influence and power, and concludes with the Power Leadership Theory, including positioning and personal power. The document concludes with a summary and references.

Title: Leadership and power
The Name of the Student

Introduction
• Interaction or Communication with
all the members of the organization.
• Awareness. To make the people
concern about any happenstance.
• Decency or Truthfulness.
• Making the Relationship.
• Invention or developmental creation.
• Emerging or enhancing Leadership
Abilities or qualities.

Define power, its consequences, and its
cultural roots.
Power is the capability of an individual to encourage others or to
have an exercise control over others.
Influence is the Power to affect or sway the course of an action.
Power and Influence are not limited to the leaders and superiors.
Power encourages the behavior and attitudes of others’.
The ability of the Power is the conferred in a specific situation.

Consequences of using power :-
Power and Consequences are closely connected (Chiu et al., 2017). The
elementary source of that a person with the power has the capability to
make consequences for the marked person, who is takings these
consequences into justification when they are determining weather to
submit with an invitation or reject it. The major consequences of power are
as follows:-
Commitment.
Compliance.
Resistance.

Distribution of Power:-
Distributive power is a state of power, where the link between A and B is
basically a zero-sum game. There is a stable quantity of power to be spread
amongst the associates, and for each member to improve power, where
another must be defeated (Jiang & Zhang, 2017). In communal power
conditions, co-operating personalities can improve their combined power
above an intermediary.

Relationship between Influence and power
• The relationship between of power and influence is to permit leaders
to achieve goals for their purpose of companies benefit. Supporters or
workers require the leaders to encourage the target oriented goals of
the business along with to assist variety of business to run effectively
and efficiently.
• The skill to encourage and stimulate others to take the
accomplishment, is one of the crucial aspect between a leader and a
manager. The unsurpassed leaders are those individuals, who can
effectively stimulus up and down and through the organization,
effecting business results by the changes of energetic behavior change.

Five sources of power of a leader
The five sources of power in an organization are.
• 1) Legitimate Power.
• 2) Expert Power.
• 3) Coercive Power.
• 4) Referent power.
• 5) Reward Power.

Leadership Styles
1. Autocratic style,
Makes all the decision, independent with member’s input.
Very personal in the praise and criticisms of each members. For
example: I want to do, or I want you to do.
2. Democratic style,
Welcomes team input , group discussion and decision making.
Very object is praise and criticism, group discussion and decision
making.
Very object in praise and criticism, and joins groups activities without
over-participating.

Leadership styles :-
3. Laissez- faire,
Allows group complete decision making without hesitation of faire.
4. Transformational,
5. Transactional.

Five sources of power
• 1) Legitimate Power:- It refers to the skill to encourage others due to
the situation of in the organization. It is also called the one holds in
the organization (Mittal & Elias, 2016).
• The major characteristics of the organizational authority are:
I. It is advanced in a persons situation.
II. It is established by the other assistants.
III. Ability of specialization is used precipitously, and
flows from the topmost point towards down.

Five sources of power
• 2) Expert Power:- Expert power is the power constructed upon
employees discernment that a supervisor or some other followers of a
business has a extraordinary level of knowledge or a dedicated
conventional skills that other workforces or associates of the
organization do not make any group.
• It is the power of skills along with the experiences.
• It is the power of having knowledge along with the awareness.
• Supporters can have further expert power than leaders in certain
situations.

Five sources of power
3) Coercive Power:- Coercive power is the ability to force an employee
to follow an order by threatening the employee with punishment if the
employee with the order.
 The advantages of Coercive power:-
i. Insubordination
ii. Preventing harassment as well as discrimination.
iii. Turnaround Situation.
The disadvantages of Coercive Power:-
i. Lowers job satisfaction.
ii. Backlash threat.
iii. Reduces innovation.

Five sources of power
4) Referent power:- It is the skill of a leader to get the respect and
appreciation of his supporters in such a manner that they want to be like
him. Further more, referent power is leading by example and it comes
from being trusted and respected.
Some features of the leaders while using the Referent Power:-
 Leaders can inspire the other member of the organization if they are
appreciated and loved by others.
 Leaders mark the workers by making them understand about all the
moral principles of the organization.
 A leader in referent power, is mostly liked and appreciated by others
for the reason of their characteristics and personality.

Five sources of power
• 5) Reward Power:- Reward power ability of the leader to deliver rewards
for the people of the organization. It is basically the power of a manager to
contribute some kind of reward to the employees as a worth to encourage
the employees to perform. Rewards can be perceptible or imperceptible.
Reward power includes:
 Bonus and praise,
 Pay rise,
• Extra time off,
• Company's gift,
• Increased responsibility,
• Recognition.

How the power relates with the Leadership
Power is the main source of leadership. Leadership always comprises of the
challenges on the leaders to emphasis on his/her manners or a supporter in a
particular situation, whereas power is not correspondent with the influence on another
individual’s behavior.
 Reward power need supporters to rely on the leaders, who will give the reward to
them.
 Coercive power requires the supporters to have faith in leaders, who will give the
punishment to them.
 Legitimate power needs the supporters to rely on the leader, who will instruct
them.
 Referent power requires the supporters to have faith on the leader for his
outstanding personalities or qualities.
 Expert power requires the supporters to have faith on their leader, that is their
leader is an expert.

How relationships between
leaders and staff affect influence
and power.
• Employee’s support can be esteemed by creating more actual work actions
or events and increasing the new invention. On the other hand, the
leadership style is used by the management, which can be affected by the
effectiveness of employees feedback.
• A member of an organization may feel motivated and may increase his/her
confidence if the company appreciate this individual (Woods, 2016).
Leaders plays the crucial role to motivate the employee and enhance the
confidence level. Leadership style has a straight encouragement on
employee assurance. A manager that comprises workforces in the
company's operations builds morale and improves productivity.

Power Leadership Theory:-
I. Positioning power:-
1.Centrality/Critically
Securing a more central role in work flow. For example: moving from
a senior manager position to the principle manager role on a project.
2. Flexibility.
3. Visibility.
4. Relevance.
II. Personal Power:-
 Knowledge and in formation.
 Personal attraction and Effort.

Conclusion :
• In the concept of “Power is Leadership”, Leaders always perform the
important role to motivate, guide and lead as well as to influence the
people.
• There are five sources of Power : Coercive, Reward, Referent, Expert
and Legitimate power.
• There are three types of Leadership style: Authoritarian, Democratic,
and Laissez-fare.
• There is a close relationship between Power and Leadership theories.

References:
Bingham, G. D. (2017). Personal Power and Trust as Mediators of the Relationship
Between Servant Leadership and Affective Organizational Commitment.
Brooks, J. S., & Normore, A. H. (2015). Qualitative research and educational
leadership: Essential dynamics to consider when designing and conducting
studies. International Journal of Educational Management, 29(7), 798-806.
Chiu, C. Y. C., Balkundi, P., & Weinberg, F. J. (2017). When managers become
leaders: The role of manager network centralities, social power, and followers'
perception of leadership. The Leadership Quarterly, 28(2), 334-348.
Jiang, J., & Zhang, Y. (2017). Leadership Successions and Patterns of Power Sharing
in China. Manuscript submitted for publication.
Jones, A. M., & York, S. L. (2016). The fragile balance of power and leadership. The
Journal of Values-Based Leadership, 9(2), 11.

References:
Lincoln, A., & Keller, H. (2018). Building Teams, Adaptive and Situational
Leadership, and Leadership Power.
Mittal, R., & Elias, S. M. (2016). Social power and leadership in cross-
cultural context. Journal of Management Development, 35(1), 58-74.
Ojo, A., Ree, M. J., & Carretta, T. R. (2016). The Correlation between
Leadership Style and Leader Power. AIR FORCE RESEARCH LAB
WRIGHT-PATTERSON AFB OH HUMAN PERFORMANCE WING
(711TH) HUMAN EFFECTIVENESS DIRECTORATE/WARFIGHTER
INTERFACE DIVISION.
Spaten, O. M. (2016). Leadership, power, and symmetry. Coaching
Psykologi-The Danish Journal of Coaching Psychology, 5(1), 17-34.
Woods, P. A. (2016). Authority, power and distributed
leadership. Management in Education, 30(4), 155-160.