Positional Power
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Feb 20, 2024
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Positional Power for Change
Christine Martinez
College of Humanities and Social Sciences: Grand Canyon University
Admin-560: Influence and Power in Public Administration
Professor Michael Spurlock
August 2, 2023
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Positional Power for Change
Implementing organizational transformation is a multifaceted and time-intensive undertaking requiring substantial commitment. Leadership roles play a crucial role in facilitating and driving organizational change. Aligning positional authority with personal values is vital for effectively disseminating these values throughout the organization. Persons in power must proactively take the initiative to drive the change, emphasizing the positive attributes that emphasize moral and ethical decision-making. According to Das (2019), subordinates are more likely to perceive changes as significant when introduced by individuals who own positions of authority and mirror their personal values. The essay will examine the use of power to facilitate change while maintaining ethical values. Using Positional Powers to Facilitate Change
Leadership is the capacity of an individual to exert influence, inspire, and empower others to make valuable contributions toward the effectiveness and achievements of an organization. Great leaders should possess the attribute of humanity, as it is considered a hallmark of their leadership. According to Torsu and Quacoe (2020), Christ's act of washing the feet of others, as an example for us to follow, symbolizes the concept of servant leadership. Position leaders derive their power and influence from their elevated status in comparison to their followers. As a result, they can influence individuals and alter the values or culture within an organization. There are five subsets of powers that serve as the foundations of positional power: referent, expert, legitimate, rewards, and coercive. However, it is of utmost importance for leaders to prioritize virtue in their leadership and set a good example (Torsu & Quacoe, 2020).
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The Subset or Powers
Referent Power can be utilized in positional powers when followers feel a sense of identification and admiration toward the individual initiating change or leading them. If leaders possess the admirable qualities of honesty and integrity found in referent power, they can effectively leverage their strong people skills to influence others to their advantage. Building strong relationships between leaders and employees is crucial in helping employees accept and perceive change as beneficial (Vevere, 2014). Expert power, derived from the leader's perceived level of competence, can be applied to knowledge acquisition by a leader positively correlates with an increased likelihood of others actively seeking their expertise, hence facilitating a smoother process of followership. Nevertheless, one does not limit the cultivation of expertise or knowledge position; however, it is often the case that one's position might indicate or represent their level of expertise or knowledge.
Therefore, it is imperative that positional leaders lead by example when utilizing expert power (Vevere, 2014). Legitimate
power is linked with having status or formal authority and often fosters a climate of respect. This power can use organizational resources to achieve the change needed; therefore, it can be used to force change and guide people to behave in a certain way.
Reward
power results from rewarding or bribing followers; leaders can use such power to influence employees because they control the distribution of the rewards. However, this power can negatively impact an employee's ability to attain the reward if the desired outcomes are not achieved. Lastly, Coercive
power is based on having the authority to penalize or punish others. Leaders can use this power when employees are not behaving acceptably and, therefore, effect change through the administration of negative sanctions (Vevere, 2014).
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Navigating the Power Dynamic People often feel powerless and resistant when faced with change. Therefore, in order to effect changes, it is necessary to navigate power dynamics. In order to ensure that the organization accepts and effectively implements the desired changes, it is crucial to establish a well-defined process for change management activities. Navigating change within the realm of legitimate power, which is obtained through one's position and standing in a company, can be utilized to exert pressure and influence over others.
Change management power should be balanced. To execute changes successfully, power dynamics should be managed and dispersed fairly within the organization. Thus, positional power and power dynamics must be used to manage organizational transformation (Cancialosi, 2019).
Conclusion
It is imperative for successful leaders to understand the power that they wield and use it with wisdom and humility to create positive changes. As Jesus displayed the vital traits to propagate the Gospels to his disciples so must today's leaders practice ethical values in decision-
making and leadership that have a positive impact on others (Torsu & Quacoe, 2020).
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References
Cancialosi, C. (2019 January, 18). Navigating Change in Deeply Rooted Organizations.
https://www.forbes.com/sites/chriscancialosi/2019/01/18/navigating-change-in-deeply-
rooted-organizations/?sh=24fd6e34cdbd
Das, D. (2019, February 6). Managing Change Through Politics and Power. https://www.linkedin.com/pulse/managing-change-through-politics-power-debontika-das/
Torsu, L. Y. & Quacoe, P. (2020). Leadership by Example: A Theological Discourse on Humility.
E-Journal of Religious and Theological Studies
, 6(3), 207–213. https://doi-
org.lopes.idm.oclc.org/10.38159/erats.2020067
Vevere, V. (2014). Ethical Leadership: Student Perceptions of Exercising Ethical Influence in Organization.
European Integration Studies, 8, 159–167. https://doi-
org.lopes.idm.oclc.org/10.5755/j01.eis.0.8.6987
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