Referent Power in Leadership

Referent Power

My spouse and i. Topic of Inquiry

It is important for managers to understand the sources of electrical power and effect as they must rely upon the cooperation of subordinates to become successful. Good managers rely upon more than just expert they also use leadership expertise and capacity to obtain the many productivity using their staff. According to French and Raven (1959) you will discover five types of power. Referent power seems to be the most powerfulk and the least affected by change. To quotation Paul Argenti, " Coercive power relies on the fact that people fear you, and prize power is merely effective provided that people value the advantages you have to provide. Legitimate electric power relies on your rank in the company hierarchy, and recent occasions such as white-collar downsizing show how quickly that could change for almost any level of supervision. Expert electric power lasts given that no one else knows just as much as you do. Referent power is the only origin that appears maintainable”. (Argenti, 2002, l. 94)

Furthermore, Gilbert Fairholm states which the " expert [of managers] is often even more a function of their personalities and personal charisma than it is with their official positions”. (Fairholm, 2001, p. iv) This is not to talk about that a administrator does not need formal authority. But , since implied by Locke (2003) the combination of authority and referent electricity can produce considerable affect on subordinates. The potential for if you are an00 of affect sparks my desire to determine what referent power is, how it is obtained, how it affects overall performance and the risks associated with using it.

II. Brief summary of Results

Referent Electrical power - What exactly is it?

Robbins & Coulter establish referent power as " Power that arises because of a person's desirable methods or personal traits”. (Robbins & Coulter, 2007, s. 505) Nevertheless the results of my study reveal it is more so the influence that individual A (the agent) wields over person B (the target person) due to the target's desire to please the agent. This desire may be the result of a feeling of identity, admiration or loyalty (Locke, 2003) in fact it is based on personal relationships. (Druckman & Swets, 1988) How important is referent power?

Most authors support that formal authority is very important but generally personal powers (referent and expert) were the most influential. Per Shackleton (1995) in a analyze conducted simply by Yukl and Falbe to examine the use of power bases, the findings says personal capabilities applied even more influence in subordinate functionality than do legitimate expert. Henderson & Moskos (1985) report that in a research of its military, the Soviet command recognized that referent electric power is " probably the most strong form of head influence” (p. 139). And per Chemers (1997) within a study done by Podsakoff and Schreisheim it was reported that only electric power with referent and professional bases developed consistent results on the determination of subordinates. The results of these studies are highly effective examples of just how authority put together with referent power can permit a director to have wonderful influence to motivate, impact and improve the productivity of subordinates. Just how is referent power designed?

Seeing that referent electrical power is certainly not related to authority or reputable power therefore, it is not presented and in some way must be produced. Below are the factors that foster the introduction of referent power. 1 . ) Time and Connection. According to Henderson & Moskos (1985) before referent power could be developed there is also a basic couple of foundations that must be in place: Initially, both parties need to expect " the relationship to endure intended for an extended period” (p. 133). And second, there must be " close, frequent, and structured association” (p. 133). 2 . ) Charm is the key component of referent expert. Charisma is actually a person's powerful likable persona; it is a individuality that allures people and gains their particular admiration. It is inherent within a person who records people's...

Bibliography: Argenti, Paul A. (2002). The Quickly Forward MASTER OF BUSINESS ADMINISTATION Pocket Guide. New York: John Wiley & Sons, Inc.

Chemers, Matn M. (1997). An Integrative Theory of Leadership. 1000 Oaks, FLORIDA: SAGE Publications.

Cushman, Jesse P. & King, Sara Sanderson. (1997). Continuously Bettering an Company Performance. Albany, NY: Point out University of New York Press.

Cushman, Jesse P. & Smith 3, Ted L., (Eds. ). (1994). High speed Management and Organizational Communication in the 1990s. Albany, BIG APPLE: State University of New York Press.

Druckman, Daniel & Swets, Ruben A. (Eds. ). (1998). Enhancing Individual Performance Problems, Theories, and Techniques. Washington, D. C.: National Schools Press.

DuBrin, Andrew T. (1995). The Breakthrough Team Player. New York, NEW YORK: AMACOM American Management Relationship.

Fairholm, Gilbert W. (2001). Mastering Internal Leadership. Westport, CT: Quorum Books.

People from france, J. L. P., & Raven, B. H. (1959). The basics of sociable power. In D. Cartwright (Ed. ), Studies in Social Power. Ann Arbor, MI: Start for Interpersonal Research.

Hellelbein, Frances; Goldsmith, Marshall; Beckhard, Richard (Eds. ). (1996). The Leader of the Future: New Thoughts, Strategies, and Practices for the Next Era. S . fransisco, CA: Jossey-Bass.

Henderson, William Darryl & Moskos, Charles C

Locke, Edwin A. (2003). The Blackwell Handbook of Principles of Organizational Habit. Malden, MOTHER: Blackwell Creating.

Messick, David M. & Roderick, M. Kramer (Eds. ). (2005). The Psychology of Leadership. Mahwah, NJ-NEW JERSEY: Lawrence Erlbaum Associates.

Nicholson, Nigel; Schuler, Randall H.; Van para Ven, Andrew H. (1998). The Blackwell Encyclopedic Book of Company Behavior. Cambridge, MA.: Blackwell Publishers.

Robbins, Stephen P. & Coulter, Mary. (2007). Management (9th ed. ). Upper Saddle River, NJ-NEW JERSEY: Pearson Prentice Hall.

Shackleton, Viv. (1995). Business Management. London: Routledge.

Thompson, David P. (1996). Motivating Others: Creating the Conditions. Princeton, NJ: Eye in Education

Topping, PH. D, Peter A

Weitz, Ely. (2004). Misbehavior in Organizations. Mahwah, NJ: Lawrence Erlbaum Acquaintances.

Tauber, Robert T. (1999). Classroom Management: sound theory and effective practice (3rd ed. ). Westport, CT: Bergin & Garvey.

Yukl, G. A. (1989). Leadership in organizations (2nd male impotence. ). Englewood, NJ: Prentice Hall.

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