LeadershipCh8BASES OF POWERWord格式.docx
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LeadershipCh8BASES OF POWERWord格式.docx
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satisfactionwiththeirjobs,leadingtolackofcommitmentandgeneralemployeewithdrawal.IntheUnitedStates,Canada,andWesternEurope,coercivepowerhasseenadeclineinthelast50years.Severalreasonscontributetothis,rangingfromthelegalerosionofemployment-at-willandtheawarenessofemployeeviolenceorotherformsofretaliatorybehavior.
Equallyimportantasaneffectontherecedingpopularityofcoercionasabasisofpowerhasbeentheinfluenceofqualitymanagementtheorists,suchasPhilipCrosbyandW.EdwardsDeming.Theysuggestedthatthereisadeclineinproductivityandcreativitywhencoercivepowerisemployed.Theuseofcoercivepowerresultsinanatmosphereofinsecurityorfear.Inspiteofthisinsight,coercionasabaseofpowercontinuestoplayaroleeveninthoseorganizationsinfluencedbytheoriesofqualitymanagement.
Intimesofeconomiccrisisorthreatstothesurvivaloftheorganizationatlarge,coercionmaycometotheforefront.Coercivepowermayalsomaterializeasorganizationsattempttostreamlinetheiroperationsformaximumefficiency.Ifemployeesmustbefired,thosewhofailtoconformtotheorganizationalgoalsforsurvivalwillbethemostlikelycandidatesfortermination.Thethreatofterminationforfailuretocomply,inturn,iscoercivepower.
LEGITIMATEPOWER.
Legitimatepowerrestsinthebeliefamongemployeesthattheirmanagerhastherighttogiveordersbasedonhisorherposition.Forexample,atthesceneofacrime,peopleusuallycomplywiththeordersofauniformedpoliceofficerbasedsimplyontheirsharedbeliefthatheorshehasthepredeterminedauthoritytogivesuchorders.Inacorporatesetting,employeescomplywiththeordersofamanagerwhoreliesonlegitimatepowerbasedonthepositionintheorganizationalhierarchythatthemanagerholds.Yet,althoughemployeesmaycomplybasedonlegitimatepower,theymaynotfeelasenseofcommitmentorcooperation.
REWARDPOWER.
Rewardpower,asthenameimplies,restsontheabilityofamanagertogivesomesortofrewardtoemployees.Theserewardscanrangefrommonetarycompensationtoimprovedworkschedules.Rewardpoweroftendoesnotneedmonetaryorothertangiblecompensationtoworkwhenmanagerscanconveyvariousintangiblebenefitsasrewards.
HueydescribesSamWalton,founderofWal-MartStores,Inc.,asanactiveuserofrewardpower.Waltonreliesheavilyontheseintangibleawards,indicatingthat"
nothingelsecanquitesubstituteforafewwell-chosen,well-timed,sincerewordsofpraise.Theyareabsolutelyfree-andworthafortune"
.
Whenrewardpowerisusedinaflexiblemanner,itcanprovetobeastrongmotivator,asCrosby,Deming,andothershaveshown.Still,whenorganizationsrelytoorigidlyonrewards,thesystemcanbackfire.Employeesmaybetemptedtounethicallyorevenillegallymeetthequotastowhichoverlyrigidrewardsystemsmaybetied.
Anotherproblemassociatedwithrewardsasabaseforpoweristhepossibilitythattherewardswilldivertemployees'
attentionfromtheirjobsandfocustheirattentioninsteadontherewardsdangledbeforethem.
REFERENTPOWER.
Referentpowerderivesfromemployees'
respectforamanagerandtheirdesiretoidentifywithoremulatehimorher.Inreferentpower,themanagerleadsbyexample.Referentpowerrestsheavilyontrust.Itofteninfluencesemployeeswhomaynotbeparticularlyawarethattheyaremodelingtheirbehavioronthatofthemanagerandusingwhattheypresumeheorshewoulddoinsuchasituationasapointofreference.
Theconceptofempowermentinlargepartrestsonreferentpower.Referentpowermaytakeconsiderabletimetodevelopandthusmaynotproveparticularlyeffectiveinaworkforcewitharapidturnoverofpersonnel.
Onecommonerrorinapplyingreferentpowerincross-culturalsituations,however,comesinmisunderstandingthewaysinwhichemployeesidentifywiththeirsuperiors.Sinceidentificationwithone'
ssuperiorintheUnitedStatesishamperedbysymbolsoflegitimatepower(forexample,titlesordress),thosewhoadvocateitsuseencouragemanagerstodressdowntotheleveloftheiremployeesandusetermssuchas"
facilitator"
and"
coach"
coupledwith"
associates"
groupmembers"
ratherthan"
boss"
subordinates."
InsocietiessuchasArgentinaorMexico,symbolsoflegitimatepowermaynotreadilyhamperidentification,whereasAmerican-styleegalitarianismmaydiminishtherespectemployeesfeelforthemanager.Inshort,U.S.employeesarelikelytoidentifywithmanagersbypersonallylikingthemandfeelinglikedinreturn,whereasArgentineandMexicanemployeesarelikelytoidentifywithmanagersbyrespectingthemandfeelingrespectedinreturn.Thus,referentpowermaybemorecross-culturallyvariablethantheotherfourbasesofpowerlaidoutbyFrenchandRaven.
ImbermandescribeshowspecializedtrainingisnowusedinthegroceryindustrytotrainLatinoimmigrantsinthedemocraticsupervisorytechniquesofU.S.managers.Inthepast,whenthesemenandwomenwerepromotedtosupervisorypositions,theytendedtorelyheavilyontheLatinomodelofauthoritarianismunderwhichtheywereraised.Themanagerialstylehinderedtheirabilitytoeffectivelysuperviseemployeesortogarnertherespecttheywereseeking.Toremedythissituation,specializedtrainingprogramsarenowutilized.Theendresultiseffectiveandconfidentsupervisors,motivatedworkers,higherproductivity,lesswaste,andbettercustomerservice.
EXPERTPOWER.
Expertpowerrestsonthebeliefofemployeesthatanindividualhasaparticularlyhighlevelofknowledgeorhighlyspecializedskillset.Managersmaybeaccordedauthoritybasedontheperceptionoftheirgreaterknowledgeofthetasksathandthantheiremployees.
Interestingly,inexpertpower,thesuperiormaynotrankhigherthantheotherpersonsinaformalsense.Thus,whenanequipmentrepairpersoncomestotheCEO'
sofficetofixamalfunctioningpieceofmachinery,noquestionexiststhattheCEOoutrankstherepairperson;
yetregardingthespecifictaskofgettingthemachineoperational,theCEOislikelytofollowtheordersoftherepairperson.
Expertpowerhaswithinitabuilt-inpointofweakness:
asapointofpower,expertisediminishesasknowledgeisshared.Ifamanagersharesknowledgeorskillinstructionwithhisorheremployees,intimetheywillacquireasimilarknowledgebaseorskillset.Astheemployeesgrowtoequalthemanager'
sknowledgeorskills,theirrespectforthesuperiorityofhisexpertisediminishes.
Theresultiseitherthatthemanager'
sauthoritydiminishesorthatthemanagerintentionallychoosesnottosharehisorherknowledgebaseorskillsetwiththeemployees.Theformerchoiceweakensthemanager'
sauthorityovertime,whilethelatterweakenstheorganization'
seffectivenessovertime.
MULTIDIMENSIONALPOWER
TraditionaltheoriessuchasthoseofFrenchandRaven,aswellastheempowermentadvocatesofthe1980s,suchasCrosbyandDeming,havetendedtoapproachpowerandauthorityasone-dimensional.Bycontrast,severalexpertshavemorerecentlybeguntoreconfigurehowpowerisviewedtoamoremultidimensionalinterweavingofrelationsorconflictingneeds.
Forexample,RobertGrantetal.describedTQM'
sconsumer-focusedgoalsandtraditionalmanagement'
seconomicmodelofthefirmastwoinherentlyopposedparadigms.Becausethesetwoparadigmsaregroundedintwoindependentsourcesofauthority,theyproducedifferentbutcoexistingdimensionsofpower.
Ithasalsobeenarguedthatauthorityisculturallybased.GeertHofstede,inoneofthemostthoroughempiricalsurveysoncross-culturalinfluencesonwork-relatedvalues,delineatedmarkeddifferencesinwhathecalled"
powerdistance."
ForHofstede,powerdistanceisthedegreetowhichmembersofaculturefeelcomfortablewithinequalitiesinpowerwithinanorganization;
thatis,theextenttowhichone'
sbossisseenashavinggreaterpowerthanoneself.Thus,viewsregardingbothpowerandleadershipshapetheconceptionofauthoritywithinanorganization.Andbecauseboththesefacetsofauthorityconceptiondifferdrasticallyfromculturetoculture,authorityitselfisconceivedofdifferentlyfromsocietytosociety.
Consequently,nosingledimensionofauthorityandpowerislikelytoholdequallyforallmanagersandemployeesinamulticulturaldomesticsettingorinthemulticulturalmilieuofthemultinationalcorporation.
Finally,onecanalsoargueagainsttheone-dimensionalviewofauthorityandpowerwhentheyareviewednotasindependentelementsintheabstract,butasintrinsicallyderivedfromrelationswithintheorganization.Powerandauthorityaremultidimensionalbecauserelationshipsarebynaturemultidimensional.
Thewaysinwhichmanagersinfluencetheiremployeesandencouragethemtobeproductivedependonmanyvariables,includingthepersonalityoftheleader,theskillsofthegroup/employees,thetaskorassignmentathand,orthegroupdynamicsandpersonalitiesofgroupmembers.Aswithleadershipstyles,eachbaseofpowerhasitsplaceinmanagementandcanproveeffectiveintherightsettingandrightcircumstances.
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