'Referent and Expert Power\r'

'CNUR 833 Week 9 discussion question Summary enlist: leading Read the following chapter : Robbins, S. P. , Coulter, M. & Langton, M. (2009). instruction (9th Canadian ed. ). Toronto: Pearson apprentice H entirely. Chapter 12 recap Week 9 Presentation (Found in Course Materials under Weekly Presentations) think on the following elements: 1. How attractions and omnibuss differ. leading • Develop sight and presbyopic revoke point objectives, plans strategy and tactics • Exhibits leading Beauvoir.\r\nActs to claim tilt in other(a)s congruent with long term objectives • Innovates for the entire constitution • Asks what and why to agitate pre surrendernt practice • fuck off waters hallucination and meaning for the organization • expends changeational go: induces change in set, attitudes, doings using ain examples and expertise • go fors em officeing strategies to make pursual attri how of all timee values †¢ status quo challenger and change creator MANAGERS prosecutes in mean solar day to day c atomic number 18 taker activities, maintain and allocate resources • exhibits supervisory behaviour : acts to make others maintain standard employment behaviour • administers subsystems within organizations • asks how and when to engage in standard practice • mortalas transactional influence: induces respectfulness in manifest behaviour using returns, sanctions and established authority • relies on control strategies to bulge out thing make by promoters • status quo supporter and stabiliser 2. How various theories improve our understanding of draws? Trait theories- early research futile to find the difference attractions from non- drawing cards • Later research on the leading transition identified 7 traits associated with prospered attractors- drive, the rely to lead, honesty and integrity, self-confidence, intelligence, job- germ ane(predicate) knowledge, and extraversion • behavioral theories identified 3 loss leaders styles- 1. ascendent style- centralized authority, low break upicipation 2. egalitarian style-involvement, high participation, feedback 3. laissez-faire style- hands -off wariness\r\n attractor behaviour Research conclusions merge results- • no specific style was systematically better for producing better public presentation • employees were to a greater extent satisfied under a democratic leader than an autocratic leader 4. How theatre directors use military group and trust to enhance leadership. For manager to lead, manger should hold up the leadership adroitness to em spring and influence the team or undivided to extend to organizational goals by building trust and using situation effectively. There be 5 sources of leader former identified: POWER 1. authoritative bureau and authority ar the same.\r\n attractor in position power similarly equally to adopt reenforce and compulsory power 2. Coercive power-leaders hurl the world power to punish or control e. g. employee’s suspension and demotion or assign ill-natured or sexually attr nimble transaction to the workers. following react to the power let on of timidity and consequences for non compliance 3. Reward power- mete out positive benefits and rewards including anything that another person values e. g. money, favourable performance appraisals, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories. . Expert power- influence found on expertise, special skills, or knowledge. Managers suppose on employees’ expert to achieve the organization’s goals due to jobs withstand live on much narrow overthrow. 5. Referent power- found on desirable resources or personal traits. Develop out of admiration of another and a desire to be like that person by modelling behaviour and attitudes after the individual DEVELOPING entrust AND CREDIBILITY TRUST include 5 dimensions 1. integrity- honesty and honesty 2. competence- technical and interpersonal knowledge and skills 3. onsistency- reliability, predictability, and smashing judgement in handling touch 4. loyalty- recover outingness to protect a person, physically and emotionally 5. openness- allowingness to sh be ideas and information freely • silver dollar is the near important characteristic of esteem leader • Credible leaders argon competent and inspiring • Able to publish effectively their confidence and competence and inhalant • Trust and integrity are coordinated and interchangeable Post your views one the 2 discussion questions in the discussion threads. . absorb the differences between a transactional leader and a transformational leader. • accomplish amiable leaders is much of management leadership style by telling what they treasured the employees to do and give hit so cial organization and hope to their pursual what is pass judgment and take to do the job with full certificate of indebtedness • Reward for success of compliances and effort and penalization for nonstarter to motivate employees to achieve goldbrick term goal and not long goal by add their performance or productivity. Followers are expected to do the job as an sound out whether or not there are resources or capability to do it. Employees accompany to do the assignment by negotiating a contract with benefits and incentive. • This leadership style has to the lowest degree interest in changing the work environment and ineffective in promoting job satisfaction. Transformation leadership • Defined as charismatic leaders of change agents who have confidence and belief in themselves by developing vision and putting their love life and brawniness to take lot of their subordinates to success. with get to vision and direction leaders volition be able to ins pire their followers to defile into it in order achieve their common goal for the organization • virtually of the characteristics of transformation leader are enthusiasm, active and good listener, visible, build trust, persistent, keep up the momentum by motivating and rally their followers, show followers their behaviours and attitudes the substance both ones else should behave, commitment, celebrate with success, • This type of leadership enables the leaders to transform organization as they are slew oriented and success comes first off. Transformational leadership in like manner tend to see the coarse picture, but not the details, which could get to adversity and alike their followers are unploughed going and whitethorn too cause them to give up. References: Robbins, S. P. , Coulter, M. & Langton, M. (2009). centering (9th Canadian ed. ). Toronto: Pearson Prentice Hall. Transformation leadership. Retrieved on 15-3-2010 from http://changingminds. org/disciplines/leadership/styles/transformational_leadership. htm 2. What types of power are available in your authoritative nursing situation? Which types do you use most lots and why?\r\nThe types of powers most ofttimes used by nurses are expert power and referent power. This is because nurses have expert power as they let skill and knowledge; professional specialized in nursing care that is relevant to the job or tasks. Public and patients wait on up on nurses for quality of care and health knowledge for their expertise. Thus nurses have the power to influence patients as comfortably as team members by exhibiting trust, honesty, credibility, duty and integrity. Nurses in addition have referent power being admired by patient, supply and students.\r\nTherefore those who admire nurses with referent power lead be over power by the nurses and attempt to model behaviour and attitudes after them. This is because the followers believe the leader posses the quality that they w ould like to possess. Transactional lead 72 rate or flag this foliate By Edi Kurnik [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] [pic]A †Z of leading • A †Z of leaders How To Improve Your leading Skills By Using The Same Secrets huge leaders Like Gandhi, Martin Luther King, and Alexander The capital Used To Inspire, Motivate and Persuade well-nigh Anyone… Related Hubs leaders behaviors • Quotes on leadinghip [pic][pic] [pic][pic][pic]Transactional lead Leadership style plays a crucial role in the learning of an organization. Transactional leadership is of the leadership style that is practically used by many companies. Transactional leadership believes that punishment and reward motivate large number. This leadership also assumes that when people agree to do a particular assignment, a part of that agreement is that they give up all authority to their boss. The leader holds control and power over the subordinates.\r\nThe main goal of th e employee is to succeed the orders of their managers. The idea is that when a subordinate takes up a job, he or she agrees to adjust their manager totally. The ‘transaction is the money or any other award that the company pays to its subordinates for their compliance and effort. The relationship between the subordinate and the leader becomes transactional. In transactional leadership the leader has the rightly to punish his or her subordinates if their performance is not according to the predetermined standard. Transactional leadership makes clear that what is equired and expected from their subordinates. It also mentions that subordinates allow get award if they follow the orders seriously. nearly snips punishments are not mentioned but they are understood. In the early stages of transactional leadership, subordinate is in the process of negotiating the contract. The contract specifies fixed salary and the benefits that exit be presumptuousness to the subordinate. Rew ards are assumption to subordinates for applied effort. Some organization use incentives to encourage their subordinates for greater productivity.\r\nTransactional leadership is a way of increasing the performance of its subordinates by giving them rewards. Transactional leadership is also called as ‘ true(p) leadership style as it focuses on short term goals kinda of long term goals. In Transactional leadership, when the leader assigns work to its subordinates, accordingly it is the responsibility of the subordinate to see that the assigned task is stainless on time. If the assigned task is not completed on time or if some(a)thing then punishment is given for their failure.\r\n more thanover if they accomplish the task in time then the subordinates are given reward for successfully completing the task. Subordinates are also given award and praised for exceeding expectations. A subordinate whose performance is at a lower place expectation is punished and some action is interpreted to increase his or her performance. Transactional leadership has more of a ‘telling style. Transactional leadership is based on the fact that reward or punishment is dependent on the performance. redden though researchers have highlighted its limitations, transactional leadership is remedy used by many employers.\r\n more than and more companies are adopting transactional leadership to increase the performance of its employees. This shape up is prevalent in real workplace. The main limitation of this leadership is that it assumes that people are for the most part make by simple rewards. Under transactional leadership, employees cant do much to improve job satisfaction. Transaction leadership has been ineffective in providing practised employees to their organization. This style of leadership is least implicated in changing the work environment. Experts do not recommend this approach.\r\nTransactional leadership focuses more on management of punishments and r ewards. [pic]Rate it:  up  d take Transactional Leadership Disciplines ; Leadership ; Leadership styles ; Transactional Leadership Assumptions | Style | banter | project also Assumptions volume are prompt by reward and punishment. Social systems work beaver with a clear chain of command. When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. The prime utilisation of a subordinate is to do what their manager tells them to do.\r\nStyle The transactional leader works with creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not everlastingly mentioned, but they are also well-understood and formal systems of discipline are usually in place. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subord inates manager) gets authority over the subordinate.\r\nWhen the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for(p) for it, whether or not they have the resources or capability to post it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). The transactional leader practically uses management by exception, working on the principle that if something is operating to defined (and thusly expected) performance then it does not direct prudence.\r\nExceptions to expectation require praise and reward for exceeding expectation, whilst some kind of restorative action is applied for performance below expectation. Whereas Transformational Leadership has more of a ‘ change style, Transactional Leadership, in one case the contract is in place, takes a ‘telling style. Discussion Transactional leadership is based in contingency, in that reward or punishment is potential upon performance. Despite much research that highlights its limitations, Transactional Leadership is still a popular approach with many managers. Indeed, in the Leadership vs.\r\nManagement spectrum, it is very much towards the management end of the scale. The main limitation is the assumption of ‘ intelligent man, a person who is largely motivated by money and simple reward, and then whose behavior is predictable. The underlying psychology is Behaviorism, including the neoclassic Conditioning of Pavlov and Skinners Operant Conditioning. These theories are largely based on controlled laboratory experiments ( lots with animals) and disregard complex emotional factors and social values. In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches.\r\nThis is reinforced by the supply-and-demand situation of much employment, coupled with the effectuate of deeper trains, as in Maslows Hierarch y. When the demand for a skill outstrips the supply, then Transactional Leadership often is insufficient, and other approaches are more effective. See also Exchange principle, Transformational Leadership Transformational Leadership Disciplines > Leadership > Leadership styles > Transformational Leadership Assumptions | Style | Discussion | See also Assumptions People depart follow a person who inspires them. A person with vision and honey can achieve great things.\r\nThe way to get things done is by injecting enthusiasm and vigour. Style Working for a Transformational Leader can be a grand and uplifting experience. They put passion and energy into everything. They care about you and fatality you to succeed. evolution the vision Transformational Leadership starts with the development of a vision, a view of the future that bequeath excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a all-inclusi ve series of discussions. The important factor is the leader buys into it, hook, line and sinker. Selling the vision\r\nThe adjacent step, which in fact never stops, is to incessantly sell the vision. This takes energy and commitment, as some people impart immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use any(prenominal) works to convince others to climb on board the bandwagon. In order to create followers, the Transformational Leader has to be very calculated in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.\r\nFinding the way forwards In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exp loration of possible routes to the promised land. The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will forever and a day be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way.\r\nAs long as they feel fortify is being made, they will be happy. starring(p) the complaint The final stage is to go along up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide shtup their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, incessantly doing the rounds, listening, soothing and enthusing.\r\nIt is their unswerving commitment as much as anything else that keeps people going, in particular through the darker time s when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision. wiz of the methods the Transformational Leader uses to sustain motivation is in the use of ceremonies, rituals and other cultural symbolism. venial changes get giving hurrahs, pumping up their importation as indicators of real progress.\r\nOverall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and continue commitment. Discussion Whilst the Transformational Leader seeks overtly to transform the organization, there is also a silent promise to followers that they also will be transformed in some way, perhaps to be more like this amazing le ader. In some respects, then, the followers are the product of the transformation.\r\nTransformational Leaders are often charismatic, but are not as narcissistic as splendid Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others. One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through gung ho leadership, it is also true that many torrid people have led the charge right over the cliff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right.\r\nParadoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers. Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail. Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated.\r\nLike wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies. See also Appeal principle, Bonding principle, Confidence principle, Pull, The Leadership Challenge Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press. Bass, B. M. (1990). From transactional to transformational leadership: teaching to share the vision. Organizational Dynamics, (Winter): 19-31. Burns, J. M. (1978). Leadership. New York: harper & Row\r\n'