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Although leadership is certainly a form of power, it is not demarcated by power over people. Rather, it is a power with people that exists as a reciprocal relationship between a leader and his/her followers. [163] Despite popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership ...
Power can be exerted by the use of force or violence. Authority, by contrast, depends on the acceptance by subordinates of the right of those above them to give them orders or directives. Charismatic authority is often the most lasting of regimes because the leader is seen as infallible and any action against him will be seen as a crime against ...
McClelland's research showed that 86% of the population are dominant in one, two, or all three of these three types of motivation. His subsequent research, published in the 1977 Harvard Business Review article "Power is the Great Motivator", found that those in top management positions had a high need for power and a low need for affiliation ...
This model shows how the different forms of power affect one's leadership and success. This idea is used often in organizational communication and throughout the workforce. "The French-Raven power forms are introduced with consideration of the level of observability and the extent to which power is dependent or independent of structural conditions.
Leadership development can build on the development of individuals (including followers) to become leaders. It also needs to focus on the interpersonal linkages in the team. Following the credo of people as an organization's most valuable resource, some organizations address the development of these resources (including leadership).
Power as a perception: Power is a perception in the sense that some people can have objective power but still have trouble influencing others. People who use power cues and act powerfully and proactively tend to be perceived as powerful by others. Some people become influential even though they do not overtly use powerful behavior.
The way in which power is exerted upon a group can have repercussive outcomes for popularity. Referent power results in greater popularity of a political group or leader than coercive power (Shaw and Condelli, 1986). [32] This has implications for leaders to manipulate others to identify with them, rather than to enforce consequential punishment.
Global leadership is the interdisciplinary study of the key elements that future leaders in all realms of the personal experience should acquire to effectively familiarize themselves with the psychological, physiological, geographical, geopolitical, anthropological and sociological effects of globalization.