What is Power? Whetten and Cameron (2011)
define it as the “potential to influence behavior” (p.286). This definition does not discriminate between
power being used for positive verses power used for negative, it is simply the
ability to make others do what you want them to do. This can be as much a good thing as a
bad. Personal power can be very effective
and helpful to a career, Whetten and Cameron (2011) describe four Determinants
of Personal Power: expertise, personal attraction, effort and legitimacy. When used together one can have a great
effect on those they lead.
I feel I am capable and comfortable in
developing these four characteristics, a few of which I believe very strongly
in. The two I identify the most with and
have the greatest strength of are expertise and effort. Expertise is knowledge and as a leader it is
not only knowledge of the job you are performing but also the jobs of those
under you. I am a huge proponent for
life long learning, and that doesn’t always come in the form of college or
school it can come from learning and perfecting a trade or from on the job
resources such as seminars and conferences.
I believe one can always learn more.
Whetten and Cameron (2011) talked about how sometimes a subordinate can
make a boss feel uneasy when they have more expertise, but if this knowledge is
used properly both can benefit. One
would expect the subordinate to have more knowledge of their job, as they are
the ones who perform it everyday, it’s the way the leader and they interact
that which makes the knowledge powerful.
I feel effort is the compliment to expertise, without effort there can
be knowledge. A person who does not have
the drive or is not willing to put forth the effort will never gain the expertise
needed to achieve power. A leader needs
to be dependable and reliable, without that it is hard to convince people to
follow you. My philosophy is that I
would never ask an employee to do something I wouldn’t do myself. I would not make a good leader if I sat in a
chair and gave directions while doing little myself. I feel the effort given from my staff is the
direct reflection of the effort given by me.
I also feel there is a difference between effort and delegation. I once had a supervisor who would delegate
every assignment he received, not because he was too busy but simply because he
could and that way he would not have as much to do. I vowed to never be this way, when I delegate
a task it is because I am busy doing three other tasks or because that person
happens to be closer (such as answering a phone or grabbing a copy off the
machine). I try to show my employees how
effort it crucial to success.
When it comes to personal attractiveness Table
5.4 (Whetten and Cameron, 2011, P.290) provides a good guide. Interpersonal relationships are an important
part of business, without them one would not make it very far. Knowledge and effort are only two of the key
elements in achieving and sustaining power.
A leader must also know how to interact with not only their employees
but also their bosses and any outside people they encounter. While I feel I do well in this category, I am
outgoing and personable, I could improve.
I tend to become extremely focused on something and not see or react to
things around me the way I should. I
also have a tendency to expect people to react in a way that I would, instead
of taking a step back and realizing they are not the same as me and have
different ways of dealing with things than I do. I am aware of these shortfalls and I am
currently working on them.
The final characteristic is legitimacy, or
having behavior that is consistent with the organizations values, which Whetten
and Cameron (2011) show in Table 5.5 (p.291).
The three main components are: understanding your boss, assessing
yourself and developing and maintaining positive relationship. While I agree with these concepts and
attributes I sometimes have a difficult time not being opinionated. I sometimes feel I have a better answer for a
problem and will vocalize it, without taking the time to hear why my former
boss may have chosen the path she did.
Part of this for me comes from my own style and strengths, I like to
solve problems, but some comes from my lack of confidence in my former boss and
the company in general. I often felt
they chose solutions that were easiest for them and not what may have been in
the best interest of the company or employees.
I feel I have a pretty good grasp on what power
should and shouldn’t look like, that doesn’t mean I have perfected my own
behavior in that regard. While logically
and philosophically I am confident I know what best practice is, my emotional
side can sometimes take over and that is something I need to work on. I genuinely want what is best for everyone,
but I need to mellow out my enthusiasm at times.
Whetten, D. A., & Cameron, K. S. (2011). Developing
Management Skills (E. Svendsen
Ed. 8th ed.). Upper
Saddle River, NJ: Prentice Hall.
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