Power and Leadership
This week’s readings were exceptionally fascinating because they made me realize I do not know much about power. Like many people, I have several misconceptions on what it constitutes. When I think of power, I think of someone in authority, who makes decisions without having to consult anyone or without any person’s input. Rarely do I think of power in the form of influence. I also realize that many leaders today do not know they have power, and even those in positions of influence often shy away from using the power they have. This misunderstanding of power is perhaps influenced by politics whereby many political leaders have abused the power they have. Power can be used for good, and people do not have to shy away from acknowledging their positions of power if they can use it for good.
is a misconception that managers are always aware of what to do. However, many
of them fail to empower themselves even as they acknowledge the importance of enabling their employees. Managers become confident when they empower themselves.
They have to create a sense of worth and recognize
that they have to deal with politics even in the internal organization. The strategy will equip them with the skills they
need to deal with their adversaries. I think that this raises an important
issue. There is a need for managers to understand that not every employee is satisfied with the way they lead. Some of
the subordinates have self-interests that may collide with the manager’s
vision. If the manager does not have the dexterity
to deal with these conflicts, or if he does not know how to use his powers
effectively, then it will not be possible for him to handle his specific
Bolman, Lee G., and Terrence E. Deal. Reframing Organizations: Artistry, Choice, and Leadership. 5th ed., Jossey-Bass, 2013.