The Use of Power
Power is a key attribute of leadership. The use of power exists within social relationships
whether in secular or voluntary organisations particularly when an individual has control over resources, i.e. human, physical or financial and they can influence the outcome of things.
Power can impact on people depending on how the leader chooses to use it. A leader can choose to use power either in a positive way to achieve greater outcomes for the organisation or to pursue their selfish interest because it gives them more clout and control over others. Although the personality, values and beliefs of the leader determine how they use power, the culture of the organisation, the people being led and the context can equally influence the use of power.
Power is a great motivator, those who have it will try to enhance and protect it. David McClelland identified power as one of the three factors of motivation (achievement, affiliation and power) with power being the most dominant factor for most people even though some will deny this fact. Yukl (2014) identifies different types of power namely, personal power, expert power, legitimate power, coercive power and reward power. Personal power also known as referent power ensures that the follower complies because he or she admires or identifies with the leader. Expert power is based on the assumption that the leader has special knowledge which can influence their followers. Legitimate power is based on the assumption that the leader has the right to make the request and the follower must comply. Coercive power, as the name suggests is used to ensure compliance and avoid punishments. Reward power is based on the assumption that the follower can be rewarded if they are controlled by the leader.
The negative use of power often leads to abuse and can be identified in so many ways. Leaders who are prone to such behaviour tend to ignore the perspectives of others and are usually unaccountable. They tend to objectify and in most cases, devalue their followers. Power-driven leaders can sometimes feel threatened by their subordinates, and they will make all effort to suppress them. However, the positive use of power can help focus on achieving organisational goals by encouraging compliance and commitment from followers or subordinates.
It is worth noting that the role of a leader is irrelevant without followership. The style of leadership adopted is paramount. Regardless of the type of power exhibited by the leader, a polite approach when interacting with followers or subordinates is usually more effective than an arrogant demeanour. This is quite relevant for those leading a group of volunteers. Excessive use of coercive power could result in a situation where followers begin to show less commitment and easily withdraw their services. A blend of humility and assertiveness is what is required. Leaders can easily find themselves in a lonely place. There is no point being a leader if you lose the respect of your followers and you are all by yourself without anyone to lead. Remember, access to power does not mean good leadership. A quick recap: the misuse of power can have negative consequences on subordinates or followers, but if used properly, it can influence compliance and commitment.
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