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Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Sem 1 Delhi University Notes

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Sem 1 Delhi University Notes

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Sem 1 Delhi University : Here our cakart team members provides you Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour MCOM Sem 1 Delhi University Complete Notes in pdf format. Download here Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour MCOM Sem 1 Delhi University Notes and read well.

If you observe a group of small kids playing together, you can easily tell the leader of the gang. But is the leader also the most powerful? Traditionally, it has been assumed that power comes with leadership. However, in some cases, it is power that leads to leadership. In any case, the two are intricately interrelated and are also a source of confusion among people who do not understand the concepts fully. This article attempts to find the differences between power and leadership though at times, they are synonyms of each other.

Power

When you are a kid, your father and mother have a great influence over you and you try to imitate their social behavior to get praise from them. Similar is the case with your teachers; you try to do things that would bring praise for you from them. However, in all three cases, it is the derived authority that makes these people special and not because they are leaders. Your parents are your parents just as your teacher is there. These positions are positions of authority, and we obey and follow them both out of fear and love. Often it is also voluntary, for example, in old times when people bowed down before Kings and Royalties. Authority makes use of derived power to give direction and protection to people. This is the authority that a leader in an organization has over his employees; employees bow to his commands and follow his instructions out of fear. This is also the case of formal authority and power.

Power is something that is essential in politics. There are examples where novices have inherited extreme power and authority by virtue of being the son or daughter of a royalty or President or Prime Minister. In countries where the institution of the army is a powerful one being 2nd power center, army chiefs areas powerful as the President or Prime Minister and have taken over the reins of the country staging a coup.

Power corrupts, and absolute power corrupts absolutely. This is a popular saying, though it is much more likely that those who are corrupt are attracted to power, and abuse it for their own gains.

Leadership

Leadership in monarchies is inherited and thus acquired but, in democracies, people who have leadership attributes rise in stature and contest elections, to become the leader of a country. Leadership is a quality that an individual possesses right from his childhood or develops it in the company of others. When we think of leaders in the past one century, the images of Mahatma Gandhi, Nelson Mandela, Adolph Hitler, Saddam Hussein, and lately Colonel Gaddafi will come to mind. While the first two are universally acknowledged as true leaders who drew their power and authority from the people they led, other three are examples of leaders who believed in crushing dissent and ruling by terrorizing their people. George Washington, the first President of USA fought elections only reluctantly for the 2nd term and refused to become President 3rd time. It is hard to find a man today who can give up power to rule a country in favor of farming in his home city.

Download here Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Semester  1 Delhi University Notes in pdf format

What is the difference between Leadership and Power?

• Power comes from positions of authority while leadership is an attribute that does not require power.

• Jesus Christ, Mahatma Gandhi, and Nelson Mandela had no power, yet they were great leaders and their followers were ready to do anything these men asked for.

• Leadership inspires and makes followers while power terrorizes and makes people follow commands out of fear.

What is power? I love this discussion because it calls out everyone’s beliefs, assumptions, fears and attractions to this complex concept. It turns out that power means different things to different people, and really is only tangentially related to actual leadership, but in almost all cases power is related to the use of resources and the ability to change the world. Here are the typical definitions of power that I have picked up in having this discussion online over the last few months:

  • Authoritarian Ownership: ownership of resources and the ability to decide on how they are used, including telling others what they should do if they want access to the resources.
  • Authoritarian Positional: the authorities granted to those who hold certain positions and can make decisions that allows them to manipulate resources and tell others what to do as long as they are in that position (but not once they leave).
  • Influence: a person’s credibility whose opinions strongly affect those with Authoritarian and Positional power.

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Sem 1 Delhi University Notes

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour MCOM Sem 1 Delhi University :  I call these powers “external” because whether or not a person has this kind of power depends on external circumstances such as the presence or absence of wealth, authority or other’s reactions.

Abuse of power

In my discussions about power, I have noticed that much of the energy that goes into talking about it is really focused on abuses of external power. “Absolute power corrupts absolutely,” is quoted often, and others report aversion to power because their primary association with power appears to have been an abusive one. At first I wondered if this would be more true for women than men, but after many discussions I don’t really think it is. Abuse of power is gender neutral.

I find it disturbing that there is so little positive association with the idea of power.

Another approach to power

There are two other types of “internal” power that are referenced less often, but I believe are even more important in today’s business environment, where authority tends to be more distributed and the challenges we face more complex. It’s important to note that those internal powers can easily (and powerfully) coexist with external power.

  • Personal: freedom from external power that allows a person to choose how they use their own resources and energy and who use their very freedom to cause change. I call this InPower.
  • Group: the dynamic of many people acting in cohesion to manage resources in multiple areas simultaneously. Group power is the only power that simply can’t function without leadership.

Not all those with power are leaders

… but all leaders have power. At least this is my belief. Having power does not by definition make you a leader. There are plenty of people who have power – especially ownership and positional power – that show little to no leadership interest in leaving the world and the people affected by their efforts better off.

By contrast there are people who get up every morning determined to make the world better and who cause others around them to think and act accordingly and these people are clearly leaders.

I believe the best leader is one who intends the world to be better as a result of their efforts and leverages personal, group, and whatever external power they can achieve, to accomplish it.

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Sem 1 Delhi University Notes

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour MCOM Sem 1 Delhi University :  Personally, I’m most interested in personal and group power because, while they are the subtlest and least understood, they are also arguably the most important to true leadership. I am beginning a series of blog posts on the ways we typically “give away” our internal power and how to take it back to be a more effective leader.

The 5 Types of Power in Leadership

Power means many different things to different people. For some, power is seen as corrupt. For others, the more power they have, the more successful they feel. For even others, power is of no interest at all. The five bases of power were identified by John French and Bertram Raven in the early 1960’s through a study they had conducted on power in leadership roles. The study showed how different types of power affected one’s leadership ability and success in a leadership role.

The five bases of power are divided in two categories:

Formal Power

Coercive

Coercive power is conveyed through fear of losing one’s job, being demoted, receiving a poor performance review, having prime projects taken away, etc. This power is gotten through threatening others. For example, the VP of Sales who threatens sales folks to meet their goals or get replaced.

Reward

Reward power is conveyed through rewarding individuals for compliance with one’s wishes. This may be done through giving bonuses, raises, a promotion, extra time off from work, etc. For example, the supervisor who provides employees comp time when they meet an objective she sets for a project.

Legitimate

Legitimate power comes from having a position of power in an organization, such as being the boss or a key member of a leadership team. This power comes when employees in the organization recognize the authority of the individual. For example, the CEO who determines the overall direction of the company and the resource needs of the company.

Personal Power

Expert

Expert power comes from one’s experiences, skills or knowledge. As we gain experience in particular areas, and become thought leaders in those areas, we begin to gather expert power that can be utilized to get others to help us meet our goals. For example, the Project Manager who is an expert at solving particularly challenging problems to ensure a project stays on track.

Referent

Referent power comes from being trusted and respected.  We can gain referent power when others trust what we do and respect us for how we handle situations. For example, the Human Resource Associate who is known for ensuring employees are treated fairly and coming to the rescue of those who are not.

Unit IV Leadership, Power And Conflict For Organisational Theory And Behaviour Mcom Sem 1 Delhi University Notes

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