S

How to wield power for higher Staff Productivity

Show simple item record

dc.contributor.author Bellows, Scott
dc.date.accessioned 2016-09-29T13:26:18Z
dc.date.available 2016-09-29T13:26:18Z
dc.date.issued 2016-09-21
dc.identifier.uri http://erepo.usiu.ac.ke/11732/2743
dc.identifier.uri
dc.description A Newspaper article by Scott bellows, an assistant professor in the Chandaria School of Business en_US
dc.description.abstract Inside organisations, employees can quickly name the leaders who might force their power over others.Power. Some leaders crave it. Some managers utilise it sparingly. But the issue of who holds power over one another permeates all aspects of human society.From the time you are born, your parents hold power over you that changes in nature as you grow older. Teachers in classrooms hold different power over their students. When stopped by traffic police, they hold certain powers over you. The list goes on and on over multitudes of types of power in society. Business Talk first covered leadership power in the Business Daily in 2013. Inside organisations, employees can quickly name the leaders who might force their power over others. Usually observers think of power in the traditional sense of given authority being exercised forcefully. However, there exist different power models for you to exert your authority to lead your teams. When you first take the job as the boss of a company, what first instincts do you possess? Do you desire to hold a staff meeting and remind employees of your authority as CEO? Do you meet employees and try to gain their trust, admiration, and respect? You have five different options to utilise: expert power, referent power, legitimate power, reward power, and coercive power. Expert power derives from your experience and ability in the field that you lead. Staff recognise a leader’s expertise and follow him or her based on their respect for the leader’s knowledge. Referent power originates from staff loyalty and happiness with their boss. If employees like their leader on a personal level and want to please him or her, then the boss maintains referent power over the employees. Next, you may utilise the legitimate power entrusted to you in your position by the shareholders of the company. As the CEO of a firm, you hold power through the facilities of your office. You may hire and fire or promote and demote. Reward power centres on your ability to reward employees for good work in their jobs. Rewards range from salary raises, bonuses, awards, recognition or other benefits. Lastly, your desire may lay in coercive power. As a leader, you have the choice to coerce and force employees to your way of thinking. You may make work and life difficult for employees if they do not act as you choose. Stop and think. All too often, leaders here in East Africa resort to the “big boss” method: “I say it so you must do it because I am the boss.” en_US
dc.publisher Business Daily en_US
dc.title How to wield power for higher Staff Productivity en_US
dc.type Article en_US


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search Repository


Browse

My Account