Leadership and Power

Leadership and Power

Edward Swanner

LDR/300

October 22, 2015

Leadership and Power

The perceptions and expressions of power and leadership have been interlocked throughout history. A person may wield power without being a leader but, a human being will be unable to lead effectively without holding power. The concept of power suggests a variety of meanings, but few are precise. The notion of leadership has been a topic for academics for over a century, but definitions remain vague. Power, from an organizational perspective, can be defined as the capability of one individual to influence the behavior of another person or group of people (Robbins & Judge, 2014, Chapter 13). According to Niurthaus (2013), leadership is the power relationship between leaders and followers and the procedural practice of influencing a group of people to accomplish a shared mission. (Chapter 1). From those standpoints, the research contained herein will describe power and its relationship with leadership, the types of power, and the relationship between influence and power.

Power and Leadership

        One of the most important resources for the successful leader is power. Leaders who possess an adequate understanding of power and utilize power wisely are more effective than those who misuse or abuse power. French philosopher and social theorist Michel Foucault argued that knowledge of and appreciation for power is vital for career advancement. Hence, a leader is obligated to find ways to develop his or her individual power base. Foucault’s work presumed that building power would be done in ways that are advantageous, but harmless to the business and to society. Additionally, Foucault proposed that power generates self-policing individuals who consistently become evaluators of their own environmental normalcy (Braynion, 2004). Steven Lukes made a slightly altered observation when he wrote the book, “Power: A Radical View” in 1974. Lukes view is that power is derived from the use of authoritative decisions to dominate people and consequently shape underling opinions and needs to further common goals (Lukes, 1974). Ultimately, these assertions emphasize the significance of leaders who exert power to reach organizational goals through the acquiescent cooperation of subordinates. The relationship between leadership and power is relatively the same as that of an electrician and the tools on his utility belt. The belt is full of useful assets to help the electrician achieve goals. One of the most important tools for the managerial leader is power. Leaders in business tend to be more successful when they apply power with personal, subordinate, and organizational goals in mind.

Types of Power

         Power, from a leadership perspective, requires dependence. The leader is dependent upon the follower to acquiesce in order for power to exist. The sources of power can be separated into two primary bases, formal and personal. Each group contains specific types of power sources. Elements of formal power are derived from the organizational position of the leader and include coercive power, reward power, and legitimate power. Personal power sources stem from expertise and referent power (Robbins & Judge, 2014, Chapter 13).