Power-Influence Approach

The military unit-influence approach in studying lead examines the influences leaders exert over tender(prenominal)s, whether these individuals are subordinates, colleagues, or plane the leaders manager. Yuki (2010) writes, This research seeks to explain leadership posture in terms of the amount and type of power possessed by a leader and how power is exercised (p. 14). Power-influence leadership assumes the cause and effect consanguinity between leaders and following only flows from management to subordinate (Yuki, 2010, p. 14).For example, a manager instructs his employee to pay an invoice, and the employee does as told, or employees attend an ethics seminar because the executives canon it. Exercising power-influence can ensure adherence to internal policies like safety, groom codes, and hours of employment. It can also ensure adherence to federal laws like the furnish in the Sarbanes-Oxley Act. The power-influence leadership approach enables a leader to influence the beh aviors and posts of followers (Yuki, 2010, p. 14). It is impelling in managing and accomplishing tasks as a leader gives instructions that other follow.Power-influence can sway peoples thoughts and opinions, which can be practiced in terms of ripe ideas and more efficient methods of operations. It is especi entirelyy effective for those who resist change even if it will lead to progress. The power-influence method of leadership has its drawbacks as well. Some individuals use force and intimidation to accomplish legitimate objectives. They may use their title or position to pressure others to comply, and even though employees may obey at first, such coercion ultimately leads to resistance and the undermining of authority (Alyn, 2009).For example, a manager may tell a direct report that if he does not complete a given stack of work, his quarterly review will reflect it. This is a drastic example of the negative effect of power-influence, but it does well to demonstrate how a m anager can use coercion as a writer of motivation. Using power to accomplish activities in an organization is a cat valium practice among managers and executives. In fact, prior to 2011, management at squat in the Box, Inc. depended on the power-influence approach to complete objectives.The organization believed employees required specific instruction, so management influenced subordinates and coworkers through the use of power. It is serious to note that few individuals maltreat 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 matchless of power to champion that focused on individual roles, achievements, and support. Management further employees to share ideas, to question and challenge methods of operation, and to take initiative and responsibility for ones work.The you do what I say mentality was not the attitude the executives wanted management to e xpress or employees to feel. Instead, the company wanted to set up 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 possibilities. The new culture placed management and direct reports on more aim ground, and the open communication 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 also for influencing peers, superiors, and people outside the organization, such as clients and suppliers (Yuki, 2010, p. 14). It is important for leaders to remember that others look to the m for instruction, inspiration, and direction. With such power come certain responsibilities and expectations not to abuse it.