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outcome power – the ability of an actor to bring about or help bring about outcomes; social power – the ability of an actor to change the incentive structures of other actors in order to bring about outcomes. This framework can be used to model a wide range of social interactions where actors have the ability to exert power over others.
Charismatic authority grows out of the personal charm or the strength of an individual personality. [2] It was described by Weber in a lecture as "the authority of the extraordinary and personal gift of grace (charisma)"; he distinguished it from the other forms of authority by stating "Men do not obey him [the charismatic ruler] by virtue of tradition or statute, but because they believe in him."
The definition of "efficiency" in Chapter II is confusing. [14]: 13, 194 The definition of "formal organization" in Chapter VI has been subject to considerable scrutiny. Although Hal G. Rainey acknowledged that the definition did distinguish Barnard from the "classical theorists" of management, he characterized it as "completely inadequate."
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
Rational-legal authority (also known as rational authority, legal authority, rational domination, legal domination, or bureaucratic authority) is a form of leadership in which the authority of an organization or a ruling regime is largely tied to legal rationality, legal legitimacy and bureaucracy.
A power strategy that ultimately leads to private acceptance and long-lasting change (for example, information power) may be difficult to implement, and consume considerable time and energy. In the short term, complete reliance on information power might even be dangerous (for example, telling a small child not to run into the street unattended).
Contingency theory of leadership. In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations.
Michels argues that democratic attempts to hold leadership positions accountable are prone to fail, since with power comes the ability to reward loyalty, the ability to control information about the organization, and the ability to control what procedures the organization follows when making decisions. All of these mechanisms can be used to ...