Forum replies

CAN YOU DO THIS FOR ME

 

Replies: Provide 2 thoughtful replies to the threads of classmates. Each reply must include an analysis of your classmates’ threads, based on any experience from your own professional career (if applicable) that might be relevant. All replies must be 200–250 words. Also, be sure to integrate the required reading in a logical and relevant manner.

You must cite:

  • The textbook or at least      1 peer-reviewed journal article;
  • 1 passage of Scripture;      and
  • The audio lesson      presentation.

Submit your replies by 11:59 p.m. (ET) on Sunday.

1ST REPLY

Sarah Carter

 

Power,  as defined by Kinicki & Fugate is the “discretion and the means to  enforce your will over others” (p. 465). When looking at power there are  a few different bases of power including: legitimate power, reward  power, coercive power, expert power, and referent power (Kinicki &  Fugate, 2018, p. 465). When looking at my personal workplace and my  current leadership structure, I believe that my current supervisor  exhibits expert power and referent power. Expert power is knowledge,  skill, or information that comes from past experience or employment.  (Kinicki & Fugate, 2018, p. 466). I currently work in a preschool,  and my supervisor has worked in a preschool setting for over twelve  years, and has served as the director of our preschool for the past five  years. My supervisor has also gotten her Bachelor’s in Elementary  Education, as well as her Master’s in Early Childhood Education. The  combination of her work experience and her educational background give  her expert power in her positon. Referent power is power that is based  off of personal characteristics and social relationships, which elicit  compliance (Kinicki & Fugate, 2018, p.466). My current supervisor is  very charismatic and possesses a high reputation in the community. She  clearly cares about the relationships with parents, teachers, and the  students, which draws people to her. Both expert power and referent  power are forms of personal power. Personal power has been found to be  positively correlated with persuasiveness and relationship-based  strategies (Melody, Fu, & Yu, 2013).

Some  of the different influential power tactics that my supervisor uses are  inspirational appeals and rational persuasion. My supervisor is a very  inspiring and enthusiastic person, her passion for children and early  education manifests itself often when trying to get us onboard for her  visions and goals for our preschool. My supervisor also has lots of  logical and factual information that she does research on when proposing  ideas to us. (Kinicki & Fugate, 2018, p. 477). One tactic that I am  thankful that she does not use is the tactic of pressure. Dr. Fischer  in his presentation says that “leaders can certainly use pressure to  motivate employees, but that can lead to a culture of fear rather than  one of mutual respect” (Fischer, 2009). Our preschool is one where there  is trust, open communication, and a desire to help one another succeed.

Kinicki  & Fugate say that transformational leaders are those who,  “transform their followers to pursue organizational goals over  self-interests” (p. 527). I truly believe that my preschool director is a  transformational leader. Transformational leadership plays a  significant role in enhancing employee performance, creating a culture  of trust, and building commitment (Sand, Goh, Muhammad Badrull, &  Owee, 2016). I believe that because my supervisor has personal power and  knows how to appeal to the employee’s values, motives, and personal  identity; she possesses the traits of a transformational leader.

Ephesians  3:20-21 says, “Now to him who is able to do far more abundantly than  all that we ask or think, according to the power at work within us, to  him be the glory in the church and in Christ Jesus throughout all  generations, forever and ever. Amen” (English Standard Version). When  thinking about the concept of power, it is important for us to recognize  that it is Christ’s power that works within us. We can exhibit the most  God-glorifying power when we rely on the Holy Spirit in our leadership  and in our everyday work environments. We must be careful not to idolize  the type of power that the world craves, instead we must seek the power  that comes from God and cling to Him.

References

Fischer, K. (2009). Power, conflict, and negotiation [PowerPoint Slides]. Retrieved from https://learn.liberty.edu/bbcswebdav/courses/BMAL500_C01_201840/Presentations/Module%206/Reading%20%26%20Study/Lesson%207/7-Power_Conflict_Negotiation/index.html

Kinicki, A. & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach. New York, NY: McGraw-Hill Education

Melody  C. P. M., Fu, P. P., & Yu, S. F. (2013). Relational power and  influence strategies: A step further in understanding power dynamics. Chinese Management Studies, 7(1), 53-73. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1108/17506141311307596

Sang,  C. L., Goh, C. F., Muhammad, A. B. H., & Owee, T. K.  (2016).  Transformational leadership, empowerment, and job satisfaction: The  mediating role of employee empowerment. Human Resources for Health, 14(73), 1-14. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1186/s12960-016-0171-2

2ND REPLY

Gerelys Almonte

Leadership  is the ability to influence employees to voluntarily pursue  organizational goals (Kinicki & Fugate, 2018). Strong leadership is  required to have a successful organization. There are various types of  leadership styles and knowing which the best fit for your team is  crucial. Adapting to a leadership style and aligning it with an  organization’s visions and values leads to the success of a team and an  organization.

Leadership vs Management 

Leadership  and management are two concepts that are often confused and compared. A  manager has the responsibility of carrying out the four management  functions which include planning, organizing, leading, and controlling.  Even though managers have a big responsibility in an organization, not  all managers are leaders. For a manager to be a leader, they need to  carry out the leadership responsibilities of management, which include  communication, motivation, providing inspiration and guidance, and  encouraging employees to rise to a higher level of productivity. Some  managers have poor leadership qualities, and employees end up following  orders because they feel obliged to instead of feeling inspired or  motivated to do so. The primary difference between management and  leadership is that leaders don’t necessarily hold or occupy a management  position. A leader doesn’t have to be an authority figure in an  organization. Leaders are followed because of their personality,  behavior, and beliefs because they demonstrate a high level of passion  for work.

Transformational Leadership

Transformational  leadership is a leadership style that can inspire positive changes in  those who follow. Transformational leaders are generally energetic,  enthusiastic, and passionate. Not only are these leaders concerned and  involved in the process; they are also focused on helping every member  of the group succeed as well. Their vision and personality inspire  others to work towards a common goal. The way that organizational  leaders behave, and in particular the way that leaders interact and deal  with their direct reports, has been consistently shown to be a robust  predictor of employees’ psychological and physical well-being (Donohoe  & Kelloway, 2016).

The  concept of transformational leadership was initially introduced by  James MacGregor Burns. According to Burns, transformational leadership  can be seen when in leaders and followers that help each other to  advance to a higher level of moral and motivation. Transformational  leaders focus on inspiring others and empowering employees. According to  Kinicki & Fugate, (2018) “A transformational leader inspires  motivation by offering an agenda, a grand design, an ultimate goal.”  Transformational leaders sacrifice for the good of the group, display  high ethical standards, and act as role models. Leaders must communicate  the organization’s strengths, weaknesses, opportunities, and threats  with their employees (Kinicki & Fugate, 2018)

Charismatic Leadership

Charismatic  leadership involves motivating others with an inspirational vision and  personal charisma. Charismatic leaders are known to be humble yet  ambitious. In prisons, correctional sergeants are entrusted as leaders  to not only increase job performance, but motivate other in doing so.  Most of them are unable to lead anyone and are afraid of inmates, but  being that they passed a test they were entrusted with the position of  being a correctional sergeant. The goal of leadership is to increase job  performance. Leaders cannot increase job performance by coercing  individuals into doing what they want them to do. (Kinicki & Fugate,  2018).

Conclusion

The  charismatic leader and the transformational leader have many  similarities and the debate between both leadership styles continues.  Nonetheless, each leadership style serves different purposes. A person  with charisma is able to capture people’s attention effortlessly, which  goes a long way towards creating unity in a group. On the other hand,  without transformational leadership skills, that person could lead the  group in the wrong direction. Style and substance are always better  together, so it’s important to strive to become a well-rounded leader.  Leadership is described well in Philippians 2:4, “Let each of you look  not only to his own interests, but also to the interests of others.”  Leaders lead by example. According to 1 Timothy 4:12, “Let no one  despise you for your youth, but set the believers an example in speech,  in conduct, in love, in faith, in purity.”

References

Donohoe,  M., & Kelloway, E. K. (2016). Transformational leadership training  for managers: effects on employee well-being. In Creating Healthy  Workplaces (pp. 231-248). Routledge.

Kinicki,  A., & Fugate, M. (2018). Organizational behavior: A practical,  problem-solving approach plus Connect. McGraw-Hill. ISBN: 9781260180909.  Note: Students who have purchased a used version of this text may need  to purchase the standalone access code for McGraw-Hill Connect. This  code, if necessary, is listed on MBS.

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