Power Influence Approach

Power-influence leading assumes the ca employment and effect relationship between leaders and followers only flows trom anagement to subordinate (Yuki, 2010, p. 4). For example, a manager Instructs his employee to relent an invoice, and the employee does as told. or employees attend an ethics seminar because the executives mandate it. Exercising billet-influence great deal ensure adherence to internal policies like safety, dress codes, and hours of employment. It hatful in addition ensure adherence to federal laws like the provisions In the Sarbanes-Oxley Act. The power-influence leadership preliminary enables a leader to influence the behaviors and military strengths of followers (Yuki, 2010, p. ). It is effective in managing and accomplishing tasks as a leader gives instructions that other follow. Powerlnfluence git post peoples thoughts and opinions, which can be beneficial In terms of innovative ideas and more than efficient methods of operations. It is especially eff ective for those who resist change even if it exit lead to progress. The power- influence method of leadership has its drawbacks as well. Some individuals use Of2 Torce ana Intlmlaatlon to accompllsn certaln oDJectlves.I ney may use tnelr tltle or osition to pressure others to comply, and even though employees may obey at first, such coercion eventually leads to resistance and the undermining of potentiality (Alyn, 2009). For example, a manager may tell a direct calculate that if he does not complete a given stack of work, his every quarter review will reflect it. This is a drastic example of the minus effect of power-influence, but it does well to demonstrate how a manager can use coercion as a source of motivation. Using power to accomplish activities in an organization is a common practice among managers and executives. In fact, prior to 2011, management at Jack in the incase, Inc. depended on the power-influence approach to complete objectives. The organization believed em ployees required specific instruction, so management influenced subordinates and coworkers by means of the use of power. It is important to note that few individuals abused this power, but as the nature of the business changed, so did its leadership approach.In 2011, the executives of Jack in the Box worked to change the companys culture from one of power to one that focused on individual roles, achievements, and support. Management encouraged employees to share ideas, to question and challenge methods of operation, and to claim initiative and responsibility for ones work. The you do what I say mentality was not the attitude the executives wanted management to express or employees to feel. Instead, the company wanted to maintain leaders to make the organization stronger and more cohesive.Power and one-directional instruction from management to subordinates prevented innovative opportunities and fresher ways of thinking, which ultimately inhibited the companys ossibilities. The ne w culture place management and direct reports on more level ground, and the open communion instilled trust and a sense of unity among employees of all levels. The power-influence approach in studying leadership examines the role that power plays in influencing others actions, attitudes, and beliefs. Its use can have both positive and negative effects in the workplace, depending on the leaders intentions. Power is viewed as important not only for influencing subordinates, but in any case for influencing peers, superiors, and people utside the organization, such as clients and suppliers (Yuki, 2010, p. 14). It is important for leaders to remember that others look to them for instruction, inspiration, and direction. With such power come certain responsibilities and expectations not to abuse it.