Introduction
Managers have in their possession many powers which they employ in their day to day administrative and leadership duties. Power, if well utilised can have very positive results on the people that are being led and if used in a manner that contradicts the set ethical practices, it may have adverse effects. This paper will seek to discuss how mangers can improve and maintain those powers, what types of powers there are and how these powers may be abused by mangers. The paper will also seek to identify whether there are differences in the exercise of powers by male and female leaders (Jendrysik, 2012).
Managers have been described as persons who have control or direction of an institution or business or part or phase of such a business or institution. Power has been described as the capacity by an individual to move or entice others, to have persuasion over them and encourage others to achieve specific goals or achieve specified behaviour. Leadership on the other hand has been defined as a process of influence on others towards the achievement of specified goals (Jendrysik, 2012).
Sources of Power
According to Clegg (2008) there are eight sources of power that have been identified by scholars. These are; support systems, information, credibility, visibility, legitimacy, persuasiveness, charisma and agenda setting. Information involves the efficiency and timeliness of relevant decision making data. Support systems are the formal and informal opportunities available for networking, credibility is the respect associated with a source of power and the credible a position is the more power and influence that the position has. The fourth source of power, visibility, means taking on tough jobs so people take notice. Legitimacy, the fifth source of power, works in concert with visibility and involves having respected power players commend one publicity; thereby creating acceptance among any would be doubters. The sixth source of power, persuasiveness, determines how successful a person uses rational or emotional appeals. The ability to persuade someone depends on their personality, content of task, motivation, and confidence. The seventh source of power is charisma, incorporates many other ethical qualities of leadership. Charisma includes a leader’s reputation, sincerity, trustworthiness, expertise, and dynamism. The last source of power, agenda setting, rests in knowing when meetings are to be held and accessing the group leader to put items on the agenda at just the right time. Knowing how to identify power makes it easier to access the type that works best (Clegg, 2008)
There are five types of powers commonly used by managers. Reward power is used by managers to obtain compliance through rewards controlled by the managers. In reward power, compliance may also be as a result of the need to avoid punishments. Coercive power is used by managers to gain compliance by those under them by threatening punishment for non compliance. Compliance is motivated more by the fear of punishment from the manager or whoever it is that possesses that power. Expert power is the form of power that is present when an individual is in possession of expert knowledge that other individual does not have. Referent power is majorly through association and compliance is usually because of the need for approval from the person in possession of such power (Jendrysik, 2012).
Whether a manager uses these powers accordingly and effectively does not matter unless the manager believes in the organizational core values, mission statement and is able to influence co-workers to achieve more organizational goals. Leaders who use power effectively care about people and avoid dominating or alienating them. They choose respect over friendship, and want truth always and never condone lies. Effective leaders increase their personal power by empowering others in the organization. The most important thing for a leader is to have confidence. They must have confidence in what they are trying to achieve in order to have followers (Jendrysik, 2012).
Managers may sometimes use their powers for unethical purposes. When this abuse of power occurs, there is usually little reprieve to those who become oppressed by such tendencies and such a manager is simply a bully. Therefore, there is usually need to ensure that there is some level of control to the level of power that managers can exercise, preferably through a board of directors or powerful shareholders ((Jendrysik, 2012).
Conclusion
It has been argued that the most fundamental form of social interaction is an exchange of benefits or favours, which can include not only material benefits but also psychological benefits such as expressions of approval, respect, esteem, and affection. The social exchange theory proposes that when a leader is competent in decision making, and is skilled and educated in his job. If the leader’s followers see that she shows knowledge of the job and can make good sound decisions, they are more apt to follow the leader. The leader has to earn respect from their subordinates and prove that she is trustworthy (Jendrysik, 2012).
References
Clegg S.R. (1989) Frameworks of power, Sage, London, UK
Clegg, S. (2008). "Bent Flyvbjerg: power and project management – an appreciation". International Journal of Managing Projects in Business, Vol.1 (Issue 3): p.428-431.
Foucault, M, (1980) Power/Knowledge, Pantheon Books, New York, NY.
Jendrysik, S. (2012). "Rationality and Power: Democracy in Practice (review)". Rhetoric & Public Affairs Volume 2 (Number 1): 165-166.
