Friday, March 8, 2019
The power-influence approach in studying lead examines the influences leaders apply over others, whether these individuals are subordinates, colleagues, or even the leaders private instructor. Yuki (2010) writes, This explore seeks to explain lead effectiveness in terms of the amount and causa of power possessed by a leader and how power is exercised (p. 14). Power-influence leadership assumes the cause and effect relationship between leaders and followers nevertheless flows from counseling to subordinate (Yuki, 2010, p. 14).For example, a manager instructs his employee to pay an invoice, and the employee does as told, or employees attend an ethics seminar because the executives mandate it. Exercising power-influence can ensure union to internal policies like safety, dress codes, and hours of employment. It can similarly ensure chemical bond to federal laws like the provisions in the Sarbanes-Oxley Act. The power-influence leadership approach enables a leader to influence the behaviors and attitudes of followers (Yuki, 2010, p. 14). It is effective in managing and accomplishing tasks as a leader gives instructions that other follow.Power-influence can sway peoples thoughts and opinions, which can be beneficial in terms of innovative ideas and to a greater extent efficient methods of operations. It is especially effective for those who resist change even if it volition lead to progress. The power-influence method of leadership has its drawbacks as well. Some individuals use push back and intimidation to accomplish certain objectives. They may use their title or position to pressure others to comply, and even though employees may obey at first, such coercion eventually leads to resistance and the undermining of authority (Alyn, 2009).For example, a manager may tell a contract report that if he does not complete a given stack of work, his quarterly review entrust reflect it. This is a drastic example of the negative effect of power-influence, besi des it does well to demonstrate how a manager can use coercion as a source of motivation. Using power to accomplish activities in an governance is a common practice among managers and executives. In fact, prior to 2011, management at Jack in the Box, Inc. depended on the power-influence approach to complete objectives.The organization believed employees required specific instruction, so management influenced subordinates and coworkers through the use of power. It is significant to note that few individuals evild this power, but as the nature of the care changed, so did its leadership approach.In 2011, the executives of Jack in the Box worked to change the confederacys culture from one of power to one that focused on individual roles, achievements, and support. Management encouraged employees to share ideas, to question and challenge methods of operation, and to ride initiative and responsibility for ones work.The you do what I regularize mentality was not the attitude the ex ecutives wanted management to express or employees to feel. Instead, the company wanted to nurture leaders to make the organization stronger and more than cohesive.Power and one-directional instruction from management to subordinates prevented innovative opportunities and fresher ways of thinking, which ultimately moderate the companys possibilities. The new culture placed management and direct reports on more level ground, and the open communication instilled trust and a sense of unity among employees of all levels.The power-influence approach in studying leadership examines the role that power plays in influencing others actions, attitudes, and beliefs. Its use can have two positive and negative effects in the workplace, depending on the leaders intentions.Power is viewed as important not only for influencing subordinates, but also for influencing peers, superiors, and people outside the organization, such as clients and suppliers (Yuki, 2010, p. 14). It is important for leader s to call up that others look to them for instruction, inspiration, and direction. With such power come certain responsibilities and expectations not to abuse it.