power in power leadership

Download Power in Power Leadership

Post on 20-Nov-2014



Devices & Hardware

0 download

Embed Size (px)




  • 1. Tutor : John BatrosGroup : Christopher Armstrong, Jason Dinh, Ruwandi Perera, Samra NazirClass : Leadership & Organisation DynamicPresentation 2011

2. 1. Introduction2. Power Leadership Theoryo Define Leadershipo Leadership Styleso Definition of Powero Types of Power3. Power used by Hitler and Gandhi to lead and influence people4. The relationship between Power Leadership and LOD Theories5. Conclusion 3. 20/04/1889 30/04/1945 (56) Austrian born German politician Leader of NSDAP - National SocialistGerman Workers Party (Nazi Party) German Chancellor 1933 1945 Fhrer und Reichskanzler 1934 1945 Fought in WWI in German Empire Army Joined DAP 1919 Discharged from Army 1920 4. Joined NSDAP Sept. 1919 55th member Fhrer of NSDAP 21/07/1921 Beer Hall Putsch 09/10/1923. Attempted coup dtat of BavarianGovernment by NSDAP. Hitler jailed for 5 years, released after 1 NSDAP election results grew from 2.6% (1928) to 43.9% (1933).1933 election made Hitler Chancellor Hitler took advantage of Germanys weak position during GreatDepression 5. Influenced courts to ban all opposition parties (particularlyCommunist and Democratic parties) Paramilitary force (SA) disbanded Unions NSDAP violated constitution in effort to have office ofChancellor and President merged Hitler announced as Germanys Fhrer und Reichskanzler on 2ndAugust 1934 Supreme Commander and Commander in Chief of Armed Forces Beginning of Third Reich 6. Source: http://www.orange-papers.org/orange-Hitler11cx.jpgSource: http://4.bp.blogspot.com/_CbwnjooteyI/SNHmMPmYU8I/AAAAAAAASi8/FluOsGsVgBs/s400/93.jpg 7. Born: October 2, 1869 Early Years - 1869 to 1892 Birth of Satyagraha - 1893 to 1914 Emerging of Gandhi - 1915 to 1921 The Great Trial - 1921 to 1928 The Epic March - 1928 to 1931 The Nations Representative - 1931 to 1932 Hour Of Destiny - 1944 to 1946 A Cry For Justice - 1932 to 1934 Pilgrim Of Peace - 1946 to 1947 Call Of The Villages - 1934 to 1938 India Liberated - 1947 to 1948 Quit India - 1939 to 1944 Martyrdom - 30 January 1948 8. Achievements : known as Father of Nation; Mahatma Gandhi popularly known as Father of Nation :o Played a stellar role in Indias freedom struggle.o Gandhi sailed for England on September 4, 1888o Gandhi completed his Law degree in 1891o Gandhi jumped at the idea of being a counsel in a lawsuit and sailedfor South Africa in April 1893.o In 1906, Gandhi took a vow of absolute continence.o In 1914 in an agreement between Gandhi and South AfricanGovernment, the main Indian demands were conceded.o Gandhi returned to India in 1915.o In 1921, Gandhi gave the call for Non-cooperation movement againstthe ills of British rule. 9. o On March 12, 1930 Gandhi started the historic Dandi March to break the lawo On April 6, 1930 Gandhi broke the Salt law at the sea beach at Dandi.o On March 5, 1931 Gandhi Irwin Pact was signed.o August 8, 1942 Gandhi gave the call for Quit India Movemento British Government arrested Gandhi and other top leaders of Congress. In view of his deteriorating health he was released from the jail in May 1944.o Second World War ended in 1945 and Britain emerged victorious. In the general elections held in Britain in 1945, Labour Party came to power.o January 30, 1948 Gandhi was shot dead by one fundamentalist named Nathu Ram Godse. 10. Leadership is an influence relationship among leadersand followers who intend real changes that reflecttheir mutual purposes- (Rost J. C. 1993, p.102)No man is good enough to governanother man without that othersconsent. Abraham Lincoln16th President of USA 11. Leaders need to:o Create their own followerso Motivate and inspire themo Set direction and develop a vision of where they should goo Ability to align people to the direction desired (Pardey 2007) 12. Transactional Leaderso Treat the relationship as an exchange, similar to a business deal.o E.g. Leaders offer power and economic prosperity in exchangefor leadershipTransformational Leaderso Followers tend to engage in an exchange of mutual trust andconfidence, rather than seeking material benefits. ( Pardey 2007) 13. Autocratic: o Makes all decisions, independent with members input o Very personal in the praise and criticisms of each member o E.g : I want to do, or I want you to do Democratic: o Welcomes team input, group discussion and decision making. o Very object in praise and criticisms, and joins group activities without over-participating. Laissez Faire: o Allows group complete decision making without himself (Encyclopedia of Business 2011) 14. The ability of one person or department in anorganisation to influence other people to bring outdesired outcomes (Daft & Lane 2007, p.362)The influence of a leader over his followers is oftenreferred to as power (French & Raven 1959) 15. Coercive Power o Is based on the leader having control over of what happens if followers do not act as required. Legitimate Power o It happens when the followers believe that the leader has a right to instruct them; and Reward Power o Based one the ability to provide extrinsic or intrinsic reward Referent Power o Derives from followers respect for leader; and Expert Power o Followers believe that leader has expert knowledge and skills(French & Raven 1959) 16. Power is not an evil word o Influence over control Why do leaders pursue power? o Career Progress o Job Performance o Organisational Effectiveness The Leadership Challenge o Getting others to do what is required in order to accomplish organisational goals. 17. Power Acquisition Transforming PowerHow do leadersobtain power ? 18. 1 & 2. Centrality/Criticality o Securing a more central role in work flow. Eg. Moving from a senior engineer position to principle engineer on a project.2. Flexibility o Your work, as well as your superiors and subordinates are enriched by your innovative approach to decision making, reducing routine work.3. Visibility o Increasing your interaction with senior management, publicising your accomplishments and taking advantage of opportunities to enhance your reputation.4. Relevance o Developing internal or external boundary-spanning roles 19. Knowledge and Information Personal Attraction Effort 20. Coercive Power Impersonal coercion Personal coercion Fear Suppression Genocide as a means of control Authoritarian 21. Legitimate, Referent, expert Power Interpersonal emotion Personal value, belief Empathy Supporting Without discrimination 22. CoercivePOWER IN POWERReward Provides choicesExpertof alternativesLegitimate Referent Types of PowerThe Batros Awareness Model French & Raven 1959 23. Coercive Contact boundary Contact-full Communication ProjectionReward Projective Identification Expert IntrojectionsLegitimate Play helping role Use ORJI Model Emotional Intelligence Model ReferentTypes of Power French & Raven 1959 24. Power Leadership is power in power, a concept in which leaders use to lead and influence people. There are five types of Power: coercive, reward, referent, expert and legitimate power. There are three leadership styles : authoritarian, democratic, and laissez-fare. There is an closely relation between Power Leadership and LOD theories. Examples of Hitler and Gandhi are analysed; and 25. Pardey, D 2007, Introducing Leadership, Butterworth- Heinemann. French, J.P.R., Jr., and B. Raven. "The Bases of Social Power." In Studiesin Social Power. Dorwin Cartwright, ed. Ann Arbor, MI: University of MichiganPress, 1959. Batros, J G (1994) Engineers as Authentic Managers in Proceedings ofthe Pacific Conference on Manufacturing 1994, Jakarta, Indonesia, p942(BB, LM, JBs articles) Daft, L D & Lane P G 2007, The Leadership experience, 4th end,Thomson, USA Rost, J C 1993, Leadership for the twenty-first century, Greenwood,USA