Encyclopedia of Leadership

in knowledge-based, fast-moving, customer-focused organizations, where jobs with creativity,

discretion, and judgment at their core cannot be clearly defined, and where commitment to

results as opposed to compliance with activities or behaviors is fundamental to business success.

Most modern leadership models promote a concept of personal power—power with and

power within.

HOW TO USE THIS LEADERSHIP TOOL

“There should never be any need for a leader to tell other people how powerful and influential he or she is. ...

Yes, leaders are power brokers. But they are power brokers on behalf of people they lead.”

—Jim Kouze and Barry Posner, THE LEADERSHIP CHALLENGE

This application involves two aspects:

1. your personal conception and basis for power as a leader;


2. your conception and basis for developing power in others.

WEB WORKSHEET

YOUR PERSONAL BASIS FOR POWER

292 SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS

Source of Power

Official or formal power

Reward power

Coercive or punishment

power

Expert or information-

based power

Your current use

(if at all)

When best used

(if at all)

Steps to improve this

source of power

Leader knows best; top-down Share or delegate power Encourage others to develop

(power over). (power with). their own power (power

within).

Followers untrained or Followers are developing Others are expert, want to

immature. Best used as but are not able to take full succeed, and are accountable;

temporary “tough love.” accountability. their goals are congruent with

those of leader and

organization.

Power

characteristics

Works best

when

Leader As

Leader As Boss Partner Leader As Coach