Power
Power and Leadership
Introduction
In the true sense of the word itself, power is regarded as having the capacity to influence other’s behavior without resistance from the people (boundless.com, N.D). Using tactics and or a variety of approach to prompt action, people are able to exercise power to achieve a particular goal be it personal or organizational. There are different types of power, but as what the popular comic books character states, “with great power comes great responsibility”. This is because power encompasses both benefits and dangers, which will be explored in this discussion. In addition, the discussion on the concept of power will be related to the types of leaders as described by Nahavandi (2012). The concepts of power are seen in both political and social aspects of human living condition wherein current events such as disputes in territorial waters among nations in the South East Asian region demonstrate power. Leadership and power works hand in hand where leadership and leaders will cease to exist without power.
Concept and theory of power
The concept of power dates back to the old biblical times and the era of empires and kingdoms. People achieved the understanding of power through political and social experiences that includes the difference between a slave and the master and how power creates the condition for between individuals. On the other hand, there are different types of power and its apparent sources are defined by what entails on whom the power is being given and to whom the power is being exercised. Positional power, which is also referred to, as the legitimate power is the power bestowed upon an individual that is relative to the duties that the position in an organization requires (hennessywilliamson.com, 2009). The second source of power is referred to, as referent power wherein and individual possesses an ability to attract other people and build loyalty. The third source of power is called expert power where an individual create influence through skills and expertise that an organization might require from an individual. Meanwhile, information power is the ability to persuade other through information dissemination. Coercive power on the other hand is the application of negative influence among the other people. The last source of power is referred to as the reward power where people persuade people through rewards of materialistic of intangible value in exchange for accomplishment of actions (hennessywilliamson.com, 2009).
These types of power were drawn from different theoretical arguments about the nature and characteristics of power and how it creates the division between a leader and followers. Gaventa (1980) argues that power emerges from dimensions described as who participates, who prevails in the decision-making, and who gains and who loses. The way power prevails encompasses the faces of power where the first face shows the prevalence of power in the exchange of superior bargaining power (Gaventa, 1980). The second face of power was drawn from the constructs or barriers in contradiction to the participation of the other groups or individuals. Lastly, the shaping and influencing of followers are reinforced by consciousness of inequality by means information control, reshaping of ideology, and or reiteration of myths as factual basis for control (Gaventa, 1980). In the modern world where leadership emerge as a critical factor for success in any given sector, the elements and ideology of power have evolved into common purpose, mutual benefits, representation of progress, better civilized existence, and winning over domination. The underlying principles that Gaventa’s theory of power is the shaping of consciousness without the awareness of its shaping by means of wealth demonstration, degradation of old ways, appropriation of culture, and institutionalization (Chilton, 2004).
Benefits of power
People have different notion of power and in some cases, power becomes the root of conflict and history tells the old and modern tales of power struggling not only in politics, but also even in the smaller units of the society. This is because power itself provides benefits that most of the time tempting and quite difficult to refuse. However, power also has the capacity to change whoever holds it. Power encompasses positive effect from increasing action-oriented initiatives, makes the power holder to be more sensitive to others, more focus are being given to rules, and at some point makes the power-holder more generous. Part of the responsibilities of holding power is to use it for common good. This creates a certain behavior among leaders to be more compassionate toward the constituents and make decisions that will benefit everyone. In addition, power allows leaders to create order within the organization that will entail harmony among the followers.
The dangers of power
Repeatedly, power has always been associated with having greater responsibility. However, power also encompasses dangers caused by certain negative effects of power towards its holder. Power encompasses an effect towards the holder in terms of corruption. Too much power may drown its holder to certain degree of greed and self-centeredness drawn from focusing on retaining the power in one place no matter the cost. Furthermore, power also creates a belief that leaders understand the followers very well, but some leaders become blindly believe on their own ideology. This clouded belief of what’s best and what’s not for the people make leaders become oblivious to other’s needs. In some cases, leaders lose the capacity to be empathetic and at certain point grab credit of other’s work. This happens when the leader for example commissioned an individual and claims the accomplishment as his or her own.
Relationship of power to transformational leadership
Among the leadership types that Nahavandi (2012) described, transformational leadership encompasses several qualities that can be attributed to the concept of power. Transformational leadership is based on the assumptions of legitimacy and bureaucratic authority within an organization (Nahavandi, 2012). Kamisan and King (2013) viewed transformational leadership as a leadership type that focuses on enhancing the characteristics of inspirational motivation, influence, individual consideration, and intellectual stimulation (p. 109). In addition, the leadership type is also composed of factors namely active management by exception, passive management by exception, and contingent reward (Kamisan and King, 2013, p. 108). Within the aforementioned factors emerges a characteristic that values the perceived differences among the followers and considers the differences in making considerations for each of the followers (Avolio & Bass, 2004; Moore & Rudd, 2006; Bass, 1990 as cited in Kamisan and King, 2013; Nahavandi, 2012).
The described nature of transformational leadership relates to the concept of power in terms of inspirational motivation enhancement. It was mentioned earlier on the discussion about the concept of power that it consciously shapes influence that could either lead to positive or negative outcome on the follower’s behavior. Since transformational leadership leverages on the consideration of the follower’s differences, and instigates motivation by stimulation of encouragement from the leader (Nahavandi, 2012). In addition, power relates to transformational leadership in the aspect of reward, which is a key concept among the aforementioned sources of power. An institutional or organizational leader provides reward to his followers in exchange for successful accomplishment of actions. The use of reward in transformational leadership encompasses the influence for the followers to remain loyal and for the leader to retain the power.
The showcase of power in recent events
One of the most controversial political issues in the international relations today is the continuing dispute in the Southeast Asia where China aggressively insists its claims on the entire South China Sea and undermines the similar claims by other countries in the region (Tuan, 2014). China’s economic muscle has created an impact not only in the Asian region, but also in the world. This economic prowess translates into the concept of power in terms of expertise. China’s economy is among the largest and important ones in the world, which gave the country an increase in economic and political power. This power on the other hand is being demonstrated in the South East Asian region in the form territorial domination wherein the country aggressively initiate actions that potentially aggravate its neighboring countries. However, not all countries has the same influence and power to immediately counter China’s aggressiveness in the territorial claim issue because of the consequences that would entail if the fairly small nation aggravates the behemoth that is China.
Conclusion
Power and leadership are two forces that shape both the political and social structures of civilizations from the ancient to the modern times. Power, as an instrument and capacity to create changes and influence both the leader and the followers to greater transformation is both beneficial and dangerous in the wrong hands of people. This is because power creates the leader and without which, there would no leaders that will draw the direction that an organization will need to take.
References
Boundless.com. (n.d.). Sources and uses of power - Defining leadership. Retrieved June 28, 2014, from https://www.boundless.com/management/leadership/defining-leadership/sources-and-uses-of-power/
Chilton, S. (2004, January 15). The Third Face of Power: John Gaventa (1982). Power and Powerlessness: Acquiescence and Rebellion in an Appalachian Valley. Retrieved June 28, 2014, from http://www.d.umn.edu/~schilton/3910/Readings/3910.Readings.Gaventa.PowerAndPowerlessness.html
Gaventa, J. (1980). Power and powerlessness: Quiescence and rebellion in an Appalachian valley. Urbana, USA: University of Illinois Press.
Hennessywilliamson.com. (2009). Six Bases of Power. Retrieved June 28, 2014, from http://www.hennessywilliamson.com/page32/page32.html
Kamisan, A., & King, B. E. (2013). Transactional and Transformational Leadership: A Comparative Study of the Difference between Tony Fernandes (Airasia) and Idris Jala (Malaysia Airlines) Leadership Styles from 2005-2009. International Journal of Business and Management, 8(24), 107-116. doi:10.5539/ijbm.v8n24p107
Nahavandi, A. (2012). The art and science of leadership (6th ed.). Upper Saddle River, NJ: Pearson.
Tuan, H. A. (2014, May 19). China's South China Sea play: The end of Beijing's "Peaceful Rise"? | The National Interest Blog. Retrieved June 28, 2014, from http://nationalinterest.org/blog/the-buzz/chinas-south-china-sea-play-the-end-beijings-peaceful-rise-10489
