Power and Influence in the Workplace
Case Study: Power � PAGE * MERGEFORMAT �1�
Running head: CASE STUDY: POWER AND INFLUENCE IN THE WORKPLACE
Power and Influence in the Workplace
August 23, 2011
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Power and Influence in the Workplace
This case study is based upon the conceptual article by Glenys M. Drew titled; 'Enabling or Real power and influence in leadership ', in which "aims to provoke thought about power and influence in leadership." Simply stated, power is our desire to have influence upon others, placing us within a particular social status. According to Lewicki, Barry, and Saunders (2010, p. 199), "people have power when they have the ability to bring about outcomes they desire or the ability to get things done the way they want them to be done." Influence is "the actual strategies and messages that individuals deploy to bring about desired attitudinal or behavioral change," (Lewicki et al 2010, p. 220). In most relationships there is power imbalances, including an organization structured to flow in a top-down direction. This is known as formal power and influence such as between a boss and his or her subordinate. "The power imbalance in these relationships stems from the asymmetry in dependence between the parties, which contributes to an asymmetry in influence between the parties," (Emerson, 1962, p. 37).
Problems Specified in the Case
"What constitutes real power and influence in leadership" is addressed and whether "coercive tactics of wielding power over others" is even necessary. It is contended that the opposite is true in that "demonstrating real power and influence in leadership" holds back "usurping power to work with and enable others to achieve worthwhile ends," (Drew, 2010, p. 1).
Possible solutions presented by the Authors
The author explores three suggested solutions of enabling or real power and influence in leadership, each solution is accompanied by an element of paradox. The first suggests that "enabling or real power and influence does not usurp but serves."
Running head: CASE STUDY: POWER AND INFLUENCE IN THE WORKPLACE
Power and Influence in the Workplace
August 23, 2011
�
Power and Influence in the Workplace
This case study is based upon the conceptual article by Glenys M. Drew titled; 'Enabling or Real power and influence in leadership ', in which "aims to provoke thought about power and influence in leadership." Simply stated, power is our desire to have influence upon others, placing us within a particular social status. According to Lewicki, Barry, and Saunders (2010, p. 199), "people have power when they have the ability to bring about outcomes they desire or the ability to get things done the way they want them to be done." Influence is "the actual strategies and messages that individuals deploy to bring about desired attitudinal or behavioral change," (Lewicki et al 2010, p. 220). In most relationships there is power imbalances, including an organization structured to flow in a top-down direction. This is known as formal power and influence such as between a boss and his or her subordinate. "The power imbalance in these relationships stems from the asymmetry in dependence between the parties, which contributes to an asymmetry in influence between the parties," (Emerson, 1962, p. 37).
Problems Specified in the Case
"What constitutes real power and influence in leadership" is addressed and whether "coercive tactics of wielding power over others" is even necessary. It is contended that the opposite is true in that "demonstrating real power and influence in leadership" holds back "usurping power to work with and enable others to achieve worthwhile ends," (Drew, 2010, p. 1).
Possible solutions presented by the Authors
The author explores three suggested solutions of enabling or real power and influence in leadership, each solution is accompanied by an element of paradox. The first suggests that "enabling or real power and influence does not usurp but serves."
References: Emerson, R. M. (1962). "Power-Dependence Relations," American Sociological Review 27, 31-40. Drew, G. M. (2010). Enabling or "real" power and influence in leadership. Journal of Leadership Studies, 4(1), 47-58. doi:10.1002/jls.20154. Lewicki, R.J., Barry, B., & Saunders, D.M. (2010). Negotiation (6th ed.). Boston, MA: McGraw-Hill.