Bài tập lớn leadership what is power is power good or bad in an organization

Coerce power This form of power is based upon the idea of coercion.. Referent power This form of power is about management based on the ability to administer to someone a sense of pers

ĐẠI H C QU C GIA HÀ N I Ọ Ố Ộ

TRƯỜNG ĐẠI H C KINH TỌ Ế

BÀI T P L N Ậ Ớ

HỌC PHẦN: LEADERSHIP

Giảng viên hướng dẫn: TS Nguyễn Phương Mai

Sinh viên thực hi n ệ : Lã Thị Nhung

MSV : 19051551

Lớp : QH-2019-E QTKD CLC3

Mã học ph n ầ : BSA2025-E* 2

Hà nội, 12/2021

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QUESTION 1: What is power? Is power good or bad in an organization? How should a leader use their power? Give at least 03 arguments to justify your viewpoint Support your viewpoint with real examples

1.1 What is power?

Power is the ability to influence individual or collective decisions Barely For example, a person holding power can force an employee under him to guarantee the general progress of the work, whether he himself wants it or not The most important aspect of power is dependence One's dependence on the greater the other, the more power the second has over the first the stronger A person can have power over another only when one person controls what the other wants

John French and Raven distinguish 5 types of power: coerce, reward, the legitimacy, expert, and refer ent power

1 Coerce power

This form of power is based upon the idea of coercion This means that someone is forced to do something against their will The main objective of coercion is compliance This form of power illustrates what happens when compliance is not obtained

This form of power often leads to problems In many cases this form of power is abused Coercive power can lead to unhealthy behaviour and dissatisfaction at work Leaders who use this leadership style rely on threats in their management styles Often these threats relate to dismissal or demotion

2 Rewward power

The opposite of compel is reward power Those who can reward others, give others something of value, will have power over them This reward is anything that others deem

of value In the context of an organization, a reward can be money or an appreciation of performance, a promotion, a move to a more suitable job position

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3 Legitimacy power

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

4 Referent power

This form of power is about management based on the ability to administer to someone a sense of personal acceptance or approval The leader in this form of power is often seen as a role model Their power is often treated with admiration or charm

This power emanates from a person that is highly liked and people identify strongly with them in some way A leader who has referent power often has a good appreciation of their environment and therefore tends to have a lot of influence Responsibility in this form of power is heavy and one can easily lose oneself in this

In combination with other forms of power, it can be very useful Celebrities often have this form of power in society, but also lose a lot of power because of certain circumstances

5 Expert Power

This form of power is based on in-depth information, knowledge or expertise These leaders are often highly intelligent and they trust in their power to fulfil several

organizational roles and responsibilities This ability enables them to combine the power

of reward in the right mode

The fact is that if someone has a particular expertise within an organization, they can often persuade employees, who trust and respect them, to do things for them This expertise is greatly appreciated and forms the basis of this type of leadership

1.2 Is power good or bad in an organization

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A heightened sense of

Leader feel have responsible when they have power

responsible can also keep power in check of leader According to a study published in the journal Social Psychological and Personality Science, making people feel powerful increased their clarity and compassion when they had to lay off an employee in a hypothetical situation, but only when they knew they had to explain their layoff strategy

to others

The good side of power is that the head of leadership is interested in the success and constantly growing and developing the company, Powerful CEOs can align an entire organization to move together to achieve goals Leaders will use personal power to empower their employees to participate in projects This makes it possible for leaders to discover talents as well as promote the capacity and independent working spirit of employees Professor Scholl said when they start with the sense that they belong to the “ group, greater power tends to make them more concerned about their effects on others If you can find common ground, she said, “you think in terms of ‘we’ rather than ‘I.’”

For example, Leaders use their power to empower employees at work The CEO of

a regional library corporation understood the importance of empowering staff across the organisation to participate in transforming the organisation’s culture Acorporate strategic plan is completed extensive consultation with staff, although final decisions about its form and content had been made by the executive leadership team and the board

The bad side of power is that some leaders use their power in authoritarian ways to enforce their decisions Sometimes, power gives leader fierce criticism

For example, Leaders use their power to make rules that are forced to be followed

by company employees without considering fairness factors such as: forcing people to keep quiet in meetings, not contributing opinions; lay off staff

1.3 How should a leader use their power

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that power is not to assert dominance or control, as this can erode team spirit and even culture over time The most beneficial application is to drive necessary organizational

change

Priority relationships Leverage your leadership power to forge connections with members of your company Therefore, connecting all members of the company will bring

a source of positive energy, members understand each other better, work is carried out effectively

Reward with words: Give positive feedback often Our experience with leaders across industries tells us that during the course of a typical working relationship, it takes a ratio of 4:1 (4 positives for every negative) for a receiver of feedback to believe that the feedback has been fair This does not mean that you have to give a team member 4 positive pieces of feedback every time you have a negative message to deliver It does suggest that many of us have a long way to go in terms of acknowledging what our people are doing right

QUESTION 2 Do you believe that time is an important situational factor :

to consider in selecting a leadership style for the situation? Give at least 02 arguments to justify your viewpoint Support your viewpoint with real examples

There are four major leadership styles used by business owners Leadership styles affect the corporate culture and how well a leader can effectively get an employee to deliver results While most business leaders employ one leadership style as the dominant style, there are factors and situations where changing styles can improve results Learn what employees respond to and understand your primary style while learning to adapt as needed

Several factors influence the four leadership styles of managers including the personality traits of the leader, how the leader was mentored, the employees' personalities,

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consider in selecting a leadership style for the situation

“The most important factor in survival is neither intelligence nor strength but

adaptability ” - Charles Darwin

The situational theory of leadership suggests that no single leadership style is best Instead, it depends on which type of leadership and strategies are best-suited to the task According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done

Situational leadership theory is often referred to as the Hersey-Blanchard

Situational Leadership Theory, after its developers, Dr Paul Hersey, author of "The Situational Leader," and Kenneth Blanchard, author of "One-Minute Manager

Hersey and Blanchard suggested that there are four primary leadership styles:

 Telling (S1): In this leadership style, the leader tells people what to do and how to do it

 Selling (S2): This style involves more back-and-forth between leaders and followers Leaders "sell" their ideas and message to get group members to buy into the process

 Participating (S3): In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions

 Delegating (S4): This style is characterized by a less involved, hands-off approach to leadership Group members tend to make most of the decisions and take most of the responsibility for what happens

For example, the company facing potential lock-down within the week due to – COVID-19

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leadership style is appropriate The reason is that there is no time to discuss a palette of possibilities for change A democratic leadership style in this instance would be in dire risk of not meeting the one-week deadline Once the lock-down is a reality and all employees are working from home, then a selling leadership style is appropriate for those employees, who feel somewhat demotivated by the lock-down On the other hand, those who are eager to keep a high pace and moreover have the competencies to do their work, need no telling or selling Then a participating or delegating style fits better the maturity level of employees

Hersey and Blanchard's theory identifies four different levels of maturity, including:

 M1: Group members lack the knowledge, skills, and willingness to complete the task

 M2: Group members are willing and enthusiastic, but lack the ability

 M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility

 M4: Group members are highly skilled and willing to complete the task

Leadership styles may be matched with maturity levels The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels:

 Low Maturity (M1) - Telling (S1)

 Medium Maturity (M2) - Selling (S2)

 Medium Maturity (M3) - Participating (S3)

 High Maturity (M4) Delegating (S4)-

A more "telling" style may be necessary at the beginning of a project when followers lack the responsibility or knowledge to work on their own As subordinates become more experienced and knowledgeable, however, the leader may want to shift into

a more delegating approach This situational model of leadership focuses on flexibility so

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the situation

The situational approach to leadership also avoids the pitfalls of the single-style approach by recognizing that there are many different ways of dealing with a problem and that leaders need to be able to assess a situation and the maturity levels of subordinates in order to determine what approach will be the most effective at any given moment Situational theories, therefore, give greater consideration to the complexity of dynamic social situations and the many individuals acting in different roles who will ultimately contribute to the outcome

There are 4 key contextual factors that leaders must be aware of when making an assessment of the situation:

1 Consider the Relationship

Leaders need to consider the relationship between the leaders and the members of the group Social and interpersonal factors can play a role in determining which approach

is best

For example, a group that lacks efficiency and productivity might benefit from a style that emphasizes order, rules, and clearly defined roles A productive group of highly skilled workers, on the other hand, might benefit from a more democratic style that allows group members to work independently and have input in organizational decisions

2 Consider the Task

The leader needs to consider the task itself Tasks can range from simple to complex, but the leader needs to have a clear idea of exactly what the task entails in order

to determine if it has been successfully and competently accomplished

For example, Amagazine editor must oversee the completion of a special

anniversary issue with her team She’s not too worried because she’s collaborated with this same team on several similar projects She trusts in the team’s ability and is confident

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“delegating” style of situational leadership throughout the project and knows she can assign tasks to each team member with little supervision

3 Consider the Level of Authority

The level of authority the leader has over group members should also be considered Some leaders have power conferred by the position itself, such as the capacity to fire, hire, reward, or reprimand subordinates Other leaders gain power through relationships with employees, often by gaining respect from them, offering support to them, and helping them feel included in the decision-making process

4 Consider the Level of Maturity

As the Hersey-Blanchard model suggests, leaders need to consider the level of maturity of each individual group member The maturity level is a measure of an individual's ability to complete a task, as well as his or her willingness to complete the task Assigning a job to a member who is willing but lacks the ability is a recipe for failure Being able to pinpoint each employee's level of maturity allows the leader to choose the best leadership approach to help employees accomplish their goals

5 Adaptable Leaders Have Flexible Ways of Thinking

For leaders, adaptability is about having ready access to different ways of thinking, enabling leaders to shift and experiment as things change Having an elastic cognitive approach allows leaders to use different thinking strategies and mental frameworks

Deepening awareness and perspective help leaders to understand how they think, how their team thinks, and how their customers think

6 Adaptable Leaders Plan Ahead

Adaptable leaders understand that while an end goal and a vision are necessary, the path that takes them there needs to be flexible The practice of adaptive leadership means having multiple plans for reaching said goals Rather than getting stuck on one solution to

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doesn’t work Planning allows appropriate responses to the demands of the moment

7 Adaptable Leaders Are Curious

Curiosity helps to open the mind, enable growth, encourages new ideas, and is a fundamental principle of adaptive leadership Curiosity generates questions that wield problem-solving, leading to finding results Adaptable leaders use activities such as the following to help develop their curiosity:

 Ask questions/ listen/ observe: Seek first to understand, not to explain Leaders

should wonder, explore, and consider before judging and deciding They understand the perspectives of others, and are willing to sit in ambiguity and be open and curious without being invested in the outcome Leaders develop the ability to uncover and check assumptions, values, and belief systems

 Be inquisitive: Leaders ask others their opinions, perspectives, and approaches

Everyone does things a bit differently, and potential answers and solutions to problems can be hidden in the way other people think

 Think creatively: Leaders know how to develop a growth mindset and create space

for innovation and continuous learning They create a safe environment for risk-taking with new models and fast failures to accelerate learning Adaptability occurs through experimentation

In my opinion, I believe that time is an important situational factor to consider in selecting a leadership style for the situation

QUESTION 3: It is argued that “Leading by examples is most suitable in

the Vietnamese context for effective leadership” Do you agree or disagree?

Give at least 02 real examples to justify your viewpoint