The Role of Power in Effective Leadership Report Writing - Management Assignment Help

Assignment Task:

Task:

POWER AND LEADERSHIP

We wanted to gauge the perception leaders have of their own sense of power. Based on the sample of leaders surveyed, most recognize that they possess power at work. There is also a notable correlation between how powerful a leader believes he or she is at work and that leader’s level in the organization. Leaders at a higher organizational level tended to rate themselves as more powerful at work, while those lower in the organizational hierarchy tended to rate themselves as less powerful. BACKGROUND (CONTINUED) 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61+ 1% 8% 19% 24% 25% 14% 8% 1% DEMOGRAPHICS: AGE IN-CLASS PERCENTAGE FIGURE 2 POST-PROGRAM PERCENTAGE 2% 9% 25% 25% 20% 11% 8% First Level Middle Management Upper Middle Management Executive Top Management Not Identified 1% 17% 28% 36% 15% 3% DEMOGRAPHICS: LEVEL IN ORGANIZATION IN-CLASS PERCENTAGE FIGURE 3 POST-PROGRAM PERCENTAGE 2% 30% 16% 43% 9% 

We also sought to understand how power is perceived within organizations. The data indicate some tensions around distribution of power. Most of the survey respondents (59 percent agreement) believe that their organizations work to empower their people at all levels, and 53 percent of those surveyed agreed that their organization rewards leaders for empowering people. Even so, over half (55 percent agreement) stated that power is concentrated among a few select individuals in their organization. Twenty-eight percent of survey participants agreed that power is misused by top leaders within their organizations. Only 29 percent believed that their organizations teach their leaders how to effectively leverage their full power. These organizational trends relative to power and leadership suggest that while power is not typically misused by top leaders, it does tend to be concentrated to a select few individuals. However, the flatter organizational structures and self-directed work teams that were first implemented through the empowerment movements of the 1980s and 1990s are becoming commonplace. This trend may increase the level of empowerment that employees experience in future years. Organizations also reward leaders who empower the people they lead, thereby encouraging overall employee empowerment; however, fewer organizations take the opportunity to teach leaders how to effectively use the power they possess. This leaves the definition of appropriate and effective use of power largely up to individual leaders

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