I once felt that understanding the theory of power was quite
complicated, though I was reading Noam Chomsky’s Understanding Power at the
time. I was not ready for that at the time I read it. Personally I find stripping
down the ideas of power, authority, and influence to basic forms provides a
better foundation for proficiency. “Influence is the essence of leadership. To
be an effective leader, it is a necessary to influence people to carry out
requests, support proposals and implement decisions” (Yukl, 2013, p. 185).
Everyone possesses
and exercises "power" of some kind, and there are many types. Power
can be classified by position power and personal power. Position power often comes from legitimate
authority or control. Whether it is POTUS or a CEO, this is the easiest type of
power to identify. Personal power is derived from influence and relationships
typically though the two types of power can become interwoven and difficult to
distinguish (Yukl, 2013). Furthermore, power is not static and is apt to shift
and change.
Margaret Thatcher
said, “Being powerful is like being a lady. If you have to tell people that you
are, you aren’t”. My sources of power are not usually positional but stem from
personal sources, especially referent power. I am powerful because of the
relationships I build and how I can communicate ideas for change with my peers.
Referent power develops through relationships building from feelings of
admiration and loyalty. Influence flows through the character and integrity
shown and is more than merely being charming. My general acceptance of others
and positive regard allows me to be open with others. I tend to share my
thoughts and ideas enthusiastically and find it to be contagious. Typically I
influence others in an informal, one-on-one manner. Luckily I use my power for
good and not evil.
My signature power style is that of the Inspirer and is
something I value. “Inspirers tend to be innovative thinkers and operate with a
consistent commitment to the greater good” (Craddock, 2011, para. 8). I feel I
am a natural leader regardless of appointment or title and also effectuate a
high degree of followership. I do not prefer to pressure others as it makes me
feel uncomfortable though success can be gleaned from making personal and
inspirational appeals in addition to apprising (Yukl, 2013). At work, I am
equally bubbly in the aisles of our cubicles as I am effervescent in our team
meetings. If I believe in something and am moved by it, I am undoubtedly a
terrific asset to have which results in a high-exchange relationship between my
leaders and myself as a member.
Fortunately possessing charisma and spirit are part of who I
am. I am the de facto cheerleader for our team. My director and other members
of the team have shared how my attitude has transformed and reshaped our team.
For me, this is one of the highest forms of leadership that can be achieved,
and I am proud to be the influence I wish to see in the world.
References:
Craddock, M. (2011, May 9). What's Your Power Style?
Retrieved July 19, 2015, from https://hbr.org/2011/05/whats-your-power.
Yukl, G. (2013). Leadership in organizations (8th ed.).
Boston: Pearson
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