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Leadership theories have been advanced to try and shed light on the different forms of power at the disposal of a person. In the exercise of the different forms of leadership model, power is also exercised. The different leadership theories can be classified into four basic models namely the trait model that is attributed to the early period, the theory of bureaucracy that denotes the scientific management period, the modern era theory, and the theory of Mark Parker Follet. The basis of the trait theory is that leaders can be defined by certain characteristics and these are what separate them from the society to which they belong. The perception of bureaucratic leadership is that power and responsibility are entrusted to the common man who exudes leadership qualities (Dexter, 2009, Para. 4).
Power is the extent to which a person can be able to influence and have power over the immediate surroundings and other people. Human beings extensively accept the exercise of power. There are varied forms of power that can be exercised depending on the context. The varied forms of power can be classified into two broad categories namely persuasive power and coercive power. A CEO has several powers at his disposal and is free to exercise them as he deems fit. The different forms of power available include reward power, referent power, legitimate power, expert and coercive power(Clawson, 2004, p. 56).
Influence on the other hand is the effect of one person on another or events. A successful influence depends on commitment, compliance and resistance. Influential tactics are very broad and they include rational persuasion, inspirational appeal, consultation, ingratiation, personal appeal, exchange, coalition building, legitimate tactics and pressure. Quite often, a specific type of power is exercised with a combination of one or all of the influential tactics to achieve the intended goal. The agent has to be rational and cautious on the combination of power and influence to exercise (Martin & Chemers, 1997, p. 56).
With resistance, the target goes up against the agent’s request and decree while compliance is the result in which the target is willing to do what the agent asks but is disinterested instead of being enthusiastic about it. With commitment, the resultant effect is that of the target agreeing with the agent’s request or resolution and endeavors to execute the request or effectuate the decision. Legitimate power is because of holding an official position and others simply conform because they acknowledge the legality of the position of the power possessor. With reward power, the target complies because of the rewards promised by the power holder. With Coercive, the target attains power compliance in order to avoid reprimand by the agent. The basis of expert power is on a person’s expertise, proficiency, and information in a certain area. With referent power, the target person complies because they like and revere the power holder (Friensen & Johnson, 1995, p75; Navahandi, 2006, p 98).
Operational problems are prevalent in the corporate world and power interruptions are typical examples. Power interruptions are a commonplace occurrence and unfortunately, some companies are not immune to power interruptions. Consequently, the production line is the worst-hit department of a company experiencing interruptions. If not checked this can translate into substantial losses. In order to avert this, the CEO of the company in question can employ influence tactics. A tactful CEO must employ a combination of the most appropriate influence tactic and type of power in order to broker a deal. In this context, a combination of consultation type of influence and all the types of powers is highly effective. By seeking an audience with the chief of operations of a local power plant, chances are that he will be influenced by his referent power. Special arrangements will be forged to cushion the company against future unnecessary power interruptions. This could have a positive return for the company.
At any given time, a company is either experiencing or has experienced administrative problems. The problems vary from time to time. A typical example is that of the workforce experiencing problems with their salaries on particular days of the month. The payrolls of the workforce and bank instructions are delayed. This has devastating effects on the employees. The CEO can employ influence tactics. A combination of exchange type of influence coupled with reward and information power goes a long way in resolving such a conflict because it is moderately effective.
Violation of the company ethics and code of conduct amounts to flaunting rules. The forms of violations of the ethics of a company are varied. Of particular concern to the CEO of a company would be the conduct of personnel entrusted with sensitive matters of the company. For example, matters relating to finance and human resource. The CEO may notice a trend in the hiring of employees. The recruitment officer has on several occasions flaunted the recruitment rules by recruiting a distinct category of personnel for example friends and relatives. Corrective measures are put in place in order to stop this vice. I think that the CEO ought to step in and assert his authority and influence by employing coercive power. The combination of pressure influence and coercive power is highly effective given the different positions held by the CEO and recruitment officer. This has the effect of instilling fear in the mind of the recruitment officer and in doing so, he ends up complying with the instructions of the CEO. This is very important, as it will put to an end the bad practices that may cost the company the best employee if recruitment is based on relations rather than merit.
Several theories have been advanced by a number of scholars to explain the forms of power available. There is the trait model that is attributed to the early period. There is also the bureaucracy model that is attributed to the scientific management period. We also have the modern era theory and the theory of Mark Poker Fallet. Power is the extent to which a person can be able to influence and have control over other people and the immediate environment. Influence on the other hand is the effect of one person on another or event. A successful influence depends on several factors majorly commitment, compliance, and resistance. influential tactics are broad and they include rational persuasion, inspirational appeal, consultation ingratiation, personal appeal, exchange, coalition building, legitimate tactics and pressure. With resistance, the target is opposed to carrying out the instructions. With commitment, the target agrees with the request from the agent and strives to carry out the request and implement the decision effectively. By exercising the different forms of power and influence at the disposal of a CEO, it is easier to work out modalities that can be of benefit to the company.
Reference
Clawson, J, G. (2004). Level three leadership: Getting below the surface (3rd edition). New York: Prentice Hall
Dexter, P. (2009). The difference and similarities between four leadership models and how they might address contemporary leadership issues and challenges. SMC Working paper 4.
Friensen, M & Johnson, J.A (1995). The success paradigms: Evolution of management, administrative and leadership theories. Westport, CT: Quorun Books.
Martin, M & Chemers, S (1997). An Integrative theory of leadership. NJ: Laurence Erlbaum Associates.
Navahandi, A. (2006). The art and science of leadership (4th Edition). NJ: Pearson Education.
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