Referent and Expert Power

CNUR 833 week 9 preaching question thickset Outline drawing cardship Read the following chapter Robbins, S. P. , Coulter, M. & Langton, M. (2009). Management (9th Canadian ed. ). Toronto Pearson Prentice Hall. Chapter 12 Review Week 9 Presentation (Found in Course Materials under Weekly Presentations) Focus on the following elements 1. How leading and double-deckers differ. LEADERS Develop mass and long shape objectives, plans strategy and tactics Exhibits leading Beauvoir.Acts to bring diverge in others congruent with long term objectives Innovates for the entire face Asks what and why to change standard exercising creates vision and meaning for the physical composition uses transformational influence induces change in values, attitudes, behaviour using personal examples and dearness uses em military grouping strategies to make followers internalize values status quo challenger and change creator MANAGERS engages in sidereal day to day c ar taker activities, bri nytain and allocate resources exhibits supervisory behaviour acts to make others maintain standard business sector behaviour administers subsystems within organizations asks how and when to engage in standard practice uses transactional influence induces compliance in indorse behaviour using recompenses, sanctions and formal authority relies on control strategies to get thing done by masters status quo supporter and stabilizer 2. How various theories improve our understanding of draws? Trait theories- early explore unable to find the difference leaders from non- leaders Later research on the lead subprogram identified 7 traits associated with successful leading- drive, the desire to lead, honesty and ace, self-confidence, intelligence, job-relevant knowledge, and extraversion Behavioural theories identified 3 leadership styles- 1. autocratic style- centralized authority, low participation 2. democratic style-involvement, high participation, feedback 3. laissez-fai re style- hands -off counseling attraction behaviour Research findings mixed results- no specific style was consistently better for producing better motion employees were to a greater extent satisfied under a democratic leader than an autocratic leader 4. How managers use power and trust to enhance leadership. For manager to lead, manger should aim the leadership skill to empower and influence the team up or individual to achieve organizational closes by building trust and using power effectively. thither atomic number 18 5 sources of leader power identified POWER 1. Legitimate power and authority argon the same.Leader in position power as swell as likely to have pay back and coercive power 2. Coercive power-leaders have the ability to punish or control e. g. employees suspension and demotion or allege unpleasant or desirable put to work to the workers. Followers react to the power out of fear and consequences for non compliance 3. Reward power- give positive benefits and issues including anything that another person values e. g. money, favourable process appraisals, promotions, fire work assignments, friendly colleagues, and preferred work shifts or sales territories. . Expert power- influence found on expertise, special skills, or knowledge. Managers depend on employees expert to achieve the organizations intentions due to jobs have become more(prenominal) specialized. 5. Referent power-based on desirable resources or personal traits. Develop out of wonder of another and a desire to be like that person by modelling behaviour and attitudes afterward the individual DEVELOPING TRUST AND CREDIBILITY TRUST include 5 dimensions 1. integrity- honesty and truthfulness 2. competency- technical foul and interpersonal knowledge and skills 3. onsistency- reliability, predictability, and good judgement in handling situation 4. loyalty- willingness to protect a person, physically and emotionally 5. openness- willingness to share ideas and informatio n freely Honesty is the most important characteristic of admired leader Credible leaders are competent and inspiring Able to communicate effectively their confidence and competence and inspiration Trust and integrity are interrelated and interchangeable Post your views one the 2 discussion questions in the discussion threads. . Describe the differences between a transactional leader and a transformational leader. Transactional leaders is more of management leadership style by telling what they wanted the employees to do and give clear structure and apprehension to their followers what is expected and required to do the job with full responsibility Reward for success of compliances and private road and punishment for failure to touch off employees to achieve short term goal and not long-term goal by profit their performance or productivity. Followers are expected to do the job as an order whether or not there are resources or content to do it. Employees obey to do the ass ignment by negotiating a coerce with benefits and incentive. This leadership style has least interest in changing the working environment and ineffective in promoting job satisfaction. shift leadership Defined as magnetised leaders of change agents who have confidence and opinion in themselves by developing vision and lay their animosity and energy to take care of their subordinates to success. with clear vision and direction leaders will be able to inspire their followers to buy into it in order achieve their common goal for the organization Some of the characteristics of transformation leader are en therefromiasm, active and good listener, conspicuous, build trust, persistent, keep up the caprice by motivating and rallying their followers, show followers their behaviours and attitudes the bearing every ones else should behave, commitment, celebrate with success, This type of leadership enables the leaders to transform organization as they are pile oriented and succe ss comes first. Transformational leadership similarly tend to run into the big picture, simply not the details, which could cause failure and similarly their followers are kept going and may in addition cause them to give up. References Robbins, S. P. , Coulter, M. & Langton, M. (2009). Management (9th Canadian ed. ). Toronto Pearson Prentice Hall. Transformation leaders. Retrieved on 15-3-2010 from http//changingminds. org/ insures/leadership/styles/transformational_leadership. htm 2. What types of power are available in your current nursing situation? Which types do you use most often and why?The types of powers most often apply by nurses are expert power and referent power. This is because nurses have expert power as they possess skill and knowledge maestro specialized in nursing care that is relevant to the job or tasks. Public and patients look up on nurses for attribute of care and health knowledge for their expertise. Thus nurses have the power to influence patients as well as team members by exhibiting trust, honesty, credibility, accountability and integrity. Nurses also have referent power beingness admired by patient, staff and students.Therefore those who admire nurses with referent power will be oer power by the nurses and attempt to model behaviour and attitudes after them. This is because the followers believe the leader posses the quality that they would like to possess. Transactional leadership 72 rate or flag this page By Edi Kurnik picpicpicpicpicpicpicpicpicpic picA Z of Leadership A Z of Leadership How To Improve Your Leadership Skills By Using The Same Secrets Great Leaders interchangeable Gandhi, Martin Luther King, and Alexander The Great Used To Inspire, Motivate and Persuade Virtually Anyone Related Hubs Leadership modes Quotes on Leadership picpic picpicpicTransactional Leadership Leadership style plays a crucial role in the development of an organization. Transactional leadership is of the leadership style that is often used by many companies. Transactional leadership believes that punishment and reward motivate heap. This leadership also assumes that when people agree to do a particular assignment, a part of that promise is that they give up all authority to their boss. The leader holds control and power over the subordinates.The main goal of the employee is to obey the orders of their managers. The idea is that when a subordinate takes up a job, he or she agrees to obey their manager totally. The transaction is the money or any other award that the company pays to its subordinates for their compliance and effort. The relationship between the subordinate and the leader becomes transactional. In transactional leadership the leader has the right to punish his or her subordinates if their performance is not gibe to the predetermined standard. Transactional leadership makes clear that what is equired and expected from their subordinates. It also mentions that subordinates will get award if th ey follow the orders seriously. some snips punishments are not mentioned but they are understood. In the early stages of transactional leadership, subordinate is in the process of negotiating the contract. The contract specifies fixed salary and the benefits that will be addicted to the subordinate. Rewards are given to subordinates for applied effort. Some organization use incentives to encourage their subordinates for greater productivity.Transactional leadership is a way of increasing the performance of its subordinates by freehanded them rewards. Transactional leadership is also called as true leadership style as it focuses on short term goals instead of long term goals. In Transactional leadership, when the leader assigns work to its subordinates, whence it is the responsibility of the subordinate to see that the assigned task is finished on time. If the assigned task is not completed on time or if something then punishment is given for their failure.But if they accomplish t he task in time then the subordinates are given reward for successfully completing the task. Subordinates are also given award and praised for portentous expectations. A subordinate whose performance is below expectation is punished and some action is taken to increase his or her performance. Transactional leadership has more of a telling style. Transactional leadership is based on the fact that reward or punishment is dependent on the performance. Even though researchers have highlighted its limitations, transactional leadership is still used by many employers.More and more companies are adopting transactional leadership to increase the performance of its employees. This approach is normal in real workplace. The main limitation of this leadership is that it assumes that people are largely motivated by unanalyzable rewards. Under transactional leadership, employees keistert do oft to improve job satisfaction. Transaction leadership has been ineffective in providing skilled empl oyees to their organization. This style of leadership is least interested in changing the work environment. Experts do not recommend this approach.Transactional leadership focuses more on management of punishments and rewards. picRate it up down Transactional Leadership Disciplines Leadership Leadership styles Transactional Leadership Assumptions Style discourse See also Assumptions People are motivated by reward and punishment. Social systems work best with a clear chain of command. When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. The prime purpose of a subordinate is to do what their manager tells them to do.Style The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place. The ea rly stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinates manager) gets authority over the subordinate.When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). The transactional leader often uses management by exception, working on the principle that if something is operating to outlined (and hence expected) performance then it does not need attention.Exceptions to expectation require praise and reward for surpass expectation, whilst some kind of corrective action is applied for performance below expectation. Whereas Transformational Leadership has more of a selling style, Transactional Leadership, once the contract is in place, takes a telling style. tidings Transactional leadership is based in contingency, in that reward or punishment is contingent upon performance. Despite much research that highlights its limitations, Transactional Leadership is still a everyday approach with many managers. Indeed, in the Leadership vs.Management spectrum, it is very much towards the management end of the scale. The main limitation is the assumption of rational man, a person who is largely motivated by money and simple reward, and hence whose behavior is predictable. The underlying psychology is Behaviorism, including the Classical Conditioning of Pavlov and Skinners Operant Conditioning. These theories are largely based on controlled laboratory experiments (often with animals) and ignore complex emotional factors and social values. In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches.This is reinforced by the supply-and-dema nd situation of much employment, coupled with the effects of deeper needs, as in Maslows Hierarchy. When the demand for a skill outstrips the supply, then Transactional Leadership often is insufficient, and other approaches are more effective. See also Exchange principle, Transformational Leadership Transformational Leadership Disciplines Leadership Leadership styles Transformational Leadership Assumptions Style Discussion See also Assumptions People will follow a person who inspires them. A person with vision and passion git achieve great things.The way to get things done is by injecting warmth and energy. Style Working for a Transformational Leader drop be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. Developing the vision Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be positive by the leader, by the senior team or may emerge from a broad serial publication of discussions. The important factor is the leader buys into it, hook, line and sinker. Selling the visionThe next step, which in fact neer stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on mount the bandwagon. In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.Finding the way forwards In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready st rategy, but will happily lead the exploration of possible routes to the promised land. The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way.As long as they feel progress is being made, they will be happy. Leading the charge The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing.It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker tim es when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high train of commitment to the vision. One of the methods the Transformational Leader uses to sustain motif is in the use of ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their significance as indicators of real progress.Overall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment. Discussion Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this dire leader. In some res pects, then, the followers are the product of the transformation.Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others. One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the falloff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right.Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers. Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail. Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated.Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for scrimping entire companies. See also Appeal principle, Bonding principle, Confidence principle, Pull, The Leadership Challenge Bass, B. M. (1985). Leadership and performance beyond expectation. New York Free Press. Bass, B. M. (1990). From transactional to transformational leadership Learning to share the vision. Organizational Dynamics, (Winter) 19-31. Burns, J. M. (1978). Leadership. New York Harper & class