|
ARCHIVE
|
Taxes and Economy, Financial Stability Council, Legislative Issues to Watch
January 30, 2008
|
Identity Theft, State Retirement Systems
January 2, 2008
|
Affordable Housing, Grandparents, Utah's Tax Structure
November 28, 2007
|
Vouchers, School District Splits, Voting
October 25, 2007
|
Concurrent Enrollment, ACT Scores, Stroke Prevention
September 26, 2007
|
[MORE]
|
|
|  |
|
|
Perspectives on Power
by Tricia Jack, MPA, CPPA Research Associate
Last month when an almost-stranger I had met at a social
event asked me for a ride to a place that was quite out of my way, I was a
little irritated. I hardly knew this person and was quite hesitant to meet
their request. The irony is that if this had been a friend or family member I
would have thought nothing of driving out of my way to help them; in fact I
would have been happy to help. On my way back from the unwanted journey (in the
snow, I might add), I began to think about how it is that friends and family
have this power over us and how this relates to leadership.
I might be biased, but my family and friends are probably
the coolest people around and I would do anything for them. Likewise, I have
worked for managers that I would have done anything for; not just because they
were my managers, but because I liked and respected them. I have seen this
happen many times. One notable example: In my work with the Scottish Court
Service I once observed court officers who would routinely wash their Judge’s
cars (a task that is way beyond the call of duty) just because they liked them
and wanted to help them.
This “liking” gives people a certain power over others. The
leadership literature calls this “referent” power; the kind of power that grows
from respect and loyalty. It is not given just by virtue of being a leader, but
comes from building effective and appropriate interpersonal relationships with
followers.
Of course, leaders do
have power merely because of their position of authority. The literature
describes this as “legitimate power.” [1]
While this kind of power can be successful because it is easier for people to
obey it than to resist it, relying on it can make leaders ineffective in some
situations. In fact, some say that legitimate power is the least effective type
of power.
Legitimate power can certainly be used as a back-up, and
followers will generally respect it – on the surface. However, when legitimate
power has to be used, it is often a last resort, such as in an emergency where
the leader will be looked upon to make decisions quickly and without discussion.
But most situations are not emergencies!
It is widely accepted that power does not have to be used to
be effective; in fact, in most situations, power is more effective when it is not used. Thomas Jefferson once said:
“I hope our wisdom will grow with our power, and teach us, that the less we use
our power the greater it will be.” I also like Gardner’s point: “Power does not
need to be exercised in order to have its effect – as any hold-up man can tell
you.”[2]
When leaders have referent power, the followers grant them the power, simply because they
like, respect and trust them, and because they have built good relationships
with them. In most situations, the most effective way of getting people to do
things is to have them want to do it!
The principle: If you want to foster long-term and effective
working relationships with your team, don’t rely on legitimate power, but make
the effort to build up referent power. It has its rewards!
[1] French,
J.R.P., & Raven, B. 1959. “The bases of social power,” in D. Cartwright
(ed.) Studies in Social Power. Ann Arbor, MI: University of Michigan
Press.
|
|
| |
|
|
|
LETTERS
|
|
There are no letters for this article. To post your own letter, click Post Letter.
|
|
[POST LETTER]
|
|
|
|
