Leadership

A Research Paper

Submitted in Partial Fulfilment of the Course Requirements

in Leadership and Management (LEADMGT)

Information Systems Program, DLS-CSB

Submitted to:
Ms. Evangeline Betila-Miña

Submitted by:
PANGAN, Simon Joseph U.
SAMOY, Brian Kyle C.
SEBOLLENA, David Daniel L.
VILLANUEVA, Mari Kyla Jeanel D.

May 19, 2019

I. Definition: Leader; Leadership
According to Wilson and Patterson (2006), a leader is someone who selects,
equips, trains, and influences one or more followers. They do this by utilizing the followers’
individual gifts, skills and abilities, for the purpose of achieving the goals and objectives
of the organization. The leader is able to have such influence and power over its’ followers
by making sure that the vision of the organization is clearly interpreted to the followers in
a way that they resonate and are able to visualize the future of the company.
The leader also understands the importance of individuality of persons and is
aware that unity can be accomplished just as long as every member of the group
acknowledges and integrates the core values of the organization in their work ethic and
performance. The leader recognizes the distinct qualities of every follower and studies
this, so that he or she can be able to educate each of the followers in a way that meets
the follower’s needs.
Lastly, the leader recognizes the significance of the organizations’ reputation, so
he or she makes it a task to present the organization to outside audiences in such a
manner that the audience has a clear impression of the organization’s purpose and goals,
as well as those of the leader himself or herself.
II. Level 5 Leaders: Hierarchy and Characteristics
Level 5 Leadership was introduced by Jim Collins in his book entitled “Good to
Great”. In writing the book, he analyzed 1,435 companies in the period of 40 years. He
did such extensive analysis for the purpose of determining the factors behind how
companies who have been good for a long period of times were able to become even
greater companies in the business world. After conducting the experiment, Collins found
that only 11 companies out of the 1,435 which were analyzed, had gone from good to
great. He stated that one of the reasons was good leadership. As a result, Collins was
able to formulate a 5-level-hierarchy:
1. Level 1 (Highly Capable Individual): Able to make productive contributions by
utilizing their talents, knowledge, skills and good work habits.
2. Level 2 (Contributing Team Member): Able to help in achieving group objectives
by working well with others.
3. Level 3 (Competent Manager): Able to organize people and maximize
resources to boost effectiveness and efficiency in the pursuit of establushed
objectives.
4. Level 4 (Effective Leader): Able to accelerate commitment to the vision of the
organization and encourages the group to high performance standards.
5. Level 5 (Executive): Able to build greatness through professional will and
humility.
(“Expert Program Management,” n.d.)
Jim Collins describes Level 5 Leadership as having 5 different levels that progress
from the bottom to the top. The Level 5 Leader sits on top of the hierarchy and according
to Collins, it is the fundamental requirement when transforming an organization from good
to great. He also explained that it is not required to proceed sequentially through each of
the lower four levels of the hierarchy to reach the top. However, the Level 5 Leadership
requires all the abilities stated in Levels 1 to 4, as well as a unique blend of fierce will and
humility. (“Level 5 Leadership,” n.d.).
Collins also explains that there are some significant differences between a Level
4 leader and a Level 5 leader. A Level 5 leader is highly ambitious for the success of his
company, and runs the organization in the spirit of service. He wants his company to
succeed regardless of his presence at the organization. On the other hand, a Level 4
leader is more likely to run a organization in an egotistical and self-fulfilling manner. They
ensure high-level performance only during their reign but once they are gone; he or she
does not show any care towards the greatness and the future performance of the
organization, but rather, he is more concerned with his own greatness (“Level 5 Leaders-
Characteristics and Operating Style,” n.d.).
According to Collins as cited by Silva in 2016, there are two main characteristics
that were common amongst the Level 5 leaders, namely:
1. Fierce Will: The leader sets an objective or a goal and will stop at nothing to
ensure that they achieve said goal as well as the best possible end results for
the organization. In order to do this, they create a basis or set examples which
standards are built—whilst inspire people, allowing the followers to persevere
through tough times.
2. Humility: The leader accomplishes great things and always keeps in mind to
attribute the success to the people in their team, external factors and even good
luck. Leaders who practice humility typically never like the spotlight or any form
of praise and attention. As a result, they boost confidence within the workplace
and set up the organization for success even after their reign at the
organization.
III. Servant Leadership: How They Operate
Servant leadership embodies the idea of being of service to others as a leader.
This style of leadership focuses on the team’s condition above everything else. It focuses
on the needs of others rather than the leader’s, and gives way to the people on the team
so that they may be able to voice out their perspectives on the job. Specifically, servant
leaders are able to do so by assisting and guidance their followers in meeting their work
and personal goals (“Servant Leadership. Putting Your Team First, and Yourself Second,”
n.d.).
According to Larry C. Spears, there are 10 characteristics which Servant Leaders
must possess:
1. Listening: Servant leaders need to listen intently to their followers so that they
may be able to meet their needs in giving guidance in the workplace.
2. Empathy: Servant leaders should strive to understand other people’s intentions
and empathetic, and not be biased or close-minded.
3. Healing: Servant leaders focus on improving the work environment of their
followers so that they are able to have access to the right resources to do their
jobs effectively, and are as a result happy and engaged with their work.
4. Awareness: Servant leaders need to be self-aware of their own strengths and
weaknesses because these have an impact on their followers’ work
performance.
5. Persuasion: Servant leaders want to get things done through good
encouragement instead of using authority over their subordinates.
6. Conceptualization: Servant leaders need to constantly look at and refer to the
bigger picture when developing organizational strategies, goals, and mission
and visions.
 7. Foresight: Servant leaders are able to anticipate what could possibly happen
to the company in a project. They do this by studying past experiences and
patterns and incorporating the learnings into the present context so that errors
may be minimized.
8. Stewardship: Servant leaders take responsibility for their actions.
9. Commitment to the Growth of Peoople: Servant leaders must want, more than
anything, the development of teams as well as the attainment of the followers’
personal and work goals.
10. Building Community: Servant leaders attain a sense of community in the
organization by reminding people about their responsibilities and how much of
an impact they have on the success of their goal.
IV. Authentic Leadership: Key Characteristics
Northouse (2016) explains that Authentic Leaders are seen as genuine, or “real.”
Authentic leadership is still forming as a theory, but more research has been done the
past few decades due to people’s insecurity in leadership and their desire to have leaders
who are honest and “good”. The following are the key characteristics which authentic
leaders possess:
1. Passionate: They are well-read and knowledgeable on what they are doing.
Passionate leaders are interested in what they are doing, are inspired and
intrinsically motivated, and genuinely care about the work they are doing.
 For example, A leader should not stop pursuing his dreams of having a
successful business despite facing failures.

2. Virtuous: They recognize what their values are, and act in accordance with their
values. They should not let people take alternative routes if they are against
policy, and will not ever compromise the rules.
 For example, A leader should be true to his work. He should not surpass
the rules just to meet something.

3. Associative: They are able to associate with others and have connection with
their adherents. They are eager to share their encounters and tune in to others’
experience, and are communicative with their followers.
 For example, A leader should be able to communicate well by sharing
his/her experience to the employees and listen to their experiences as
well. It’s a give and take situation.

4. Self-disciplined: They have the ability to focus on a goal, and move forward
towards that goal even in the face of setbacks. Self-disciplined leaders remain
cool, calm, and consistent during stressful situations.
 For example, A leader should have dedication to his work. He should not
be fearing anything that can get in his way instead he has back up plans
incase something happens.

5. Have a heart: They constantly convey their compassion. They are sensitive and
considerate of others’ needs and are willing to help them. They should be
 understanding to others especially those who are in need of more training or
lack information about a certain job.
 For example, A leader should not put shame on his employee if the
employee did something wrong instead, he should be a motivator and
tell the employee to do better next time. He should be considerate to
what others might feel.

V. Interactive Leadership: Gender Differences in Leadership

Interactive Leadership is a leadership style which seeks to engage employees in
fully understanding tasks within the organization, so that they can make effective
contributions in achieving them. This is done by assuring that followers are well-informed
about important topics associated to the organization. One significant benefit of
implementing this leadership style is that it helps in building trust amongst the co-workers
as well as commitment to the shared task(s) (“Interactive Leadership,” n.d.).
Moran (1992) states that Gender Differences in Leadership has been an area of
great interest in different fields of research; especially in the more recent times,
considering that women are generally starting to become more enthused in acquiring
leadership roles.
Tannen (1990) as cited by Moran, explains that the gender differences in
communication could possibly be due to the experiences women and men have whilst
growing up. It is evident throughout history that women and men have been bestowed
different societal norms. They have learned to value different things, thus resulting to
having different behaviors. Biologists on the other hand, could defend that gender
differences reflect sex-differentiated hormones. Given this, gender differences affect
leadership in many aspects.
Eagly & Wood (2016) convey that women in managerial roles tend to adopt more
transformational and democratic-participative leadership styles as opposed to men, who
adopt more autocratic and punishment-oriented leading styles. It was also proven that the
leadership styles adopted by women are linked to organizational effectiveness as they
are more likely to incorporate reward, motivation and enthusiastic systems in leading their
followers.
Zheng (2015) elucidates that male leaders tend to be more conventional in their
approaches to leadership, as this was something their male predecessors did for many
decades as persons of leadership. It can be deduced that male leadership is backed by
decades of research made about leadership, with the sample size being predominantly
men. Female leaders on the other hand, are presenting more innovative patterns of
leadership. This is expected as women, up to this day, are underrepresented as leaders
of different organizations; therefore, it is safe to say that unlike men, they do not have
much history to look back on for approaches suitable to their behavior—hence the
motivation to formulate new approaches.
Zheng also states that discrimination towards and stereotypes made against
women have made women in powerful positions become cautious in terms of
implementing their leadership styles. This is explained further by Eagly & Wood (2016).
It is explained that women who adopted male-stereotypic styles of leadership were
evaluated negatively than men who adopted the exact same style. In contrast to this, men
may be receive negative feedback should they adopt leadership styles usually adopted
by women.
This is where gender-role norms comes to play. Gender roles coexist with roles
defined by different factors such as family relationships and even occupation. Factors
such as liking and cooperation are very much linked to whether such person being
evaluated is conforming to the societal norms required by his or her gender (Eagly &
Wood, 2016).
VI. Managers vs. Leaders
The main difference between leaders and managers is that leaders have followers,
while managers have employees. In an ideal situation, managers are leaders. However,
that is not always the case. The following are the differences between a leader and a
manager:
Table 1. Differences between a Leader and Manager
Leader Manager
Create vision Create goals
Unique Copy
Take risk Control risk
Grow personally Rely on existing and proven skills
Build relationships Build systems and processes
Guide people towards success Tell people what to do

Often, leaders and managers are interpreted as the same type of persons.
However, a successful business operation needs to be run by both a strong leader and a
powerful manager in order for the entire team to get on-board with their vision of success.
Looking closely, leaders are on higher tier than managers.
Leadership is making your people understand and believe in your vision and to
work with you to achieve your goals. Leaders are persons who step out and create a clear
picture of a positive future state. Meanwhile, managers focus on setting, measuring and
achieving goals. They control situations to make sure that day-to-day things are
happening as they should. Leaders are willing to be themselves while managers try to
copy different strategies, competencies and behaviours they learn from others and adopt
their leadership style.
Leaders also are more likely to take risks; they try to explore new things even if
they fail while managers work to minimize & mitigate and avoid the risk rather than
embracing them. A leader is enthusiastic to grow personally because they remain curious
and hungry to learn for more; they strive to learn something new each day to expand
their knowledge and thinking while managers often rely existing job knowledge and
technical skills to succeed as a manager. Leader build relationship because they focuses
on people they need to influence and motivate them to realise their vision. They build trust
and loyalty by continuously delivering on their promise while managers focus on the
structures necessary to set and achieve goals. They ensure systems are in place to attain
desired outcomes. Leader's Guide People Towards Success, they inspires and support
other people to succeed. They see their people as competent and are optimistic about
their potential while managers assign tasks and provide guidance on how to accomplish
them (Arruda, 2016).
VII. Personal Characteristics of Leaders: Traits
According to White (2013), there are seven personal characteristics that a leader
must possess:
1. Exemplary character: The leader must be trustworthy and a moral exemplar.
2. A good example: The leader should show enthusiasm about the work; because
people are more likely to respond to a passionate leader that actually cares for the
task at hand.
3. Confident: The leader needs to appear confident as a person as this leads to giving
confidence to people around the leader.
4. Must function in order and purpose during times of uncertainty: The leader should
give the team confidence and direction during such times.
5. Calm and tolerant of ambiguity, issues and crises: The leader needs to understand
that problems can rise up anytime in the midst of projects and a leader, and that
he or she needs to be prepared for any situation.
6. Analytical: The leader needs to able to view the situation as a whole and at the
same time being able to break it down.
7. Committed to being excellent: The leader maintains high standards, but is also
proactive in raising the bar when the standard is reached.
VIII. Behavioral Approaches: Tasks vs. People; Leadership Grid
Undertaking focused authority is frequently portrayed as autocratic leadership
since it focuses on getting the job done. Managers settle on choices without consulting
their group. The people-oriented leadership approach is the exact opposite and includes
supporting and building up the people in the group.
Task-Oriented leadership places an accentuation on completing an unmistakable
employment. This arrangement of authority can be depicted as dictatorial. Autocratic
leaders make choices without consulting their team. Assignment driven authority requires
its pioneer to have an unmistakable meaning of profitability and jobs required (Bell, 2019).
Since autocratic leaders don't ordinarily consult their team before settling on a choice, the
undertaking focused style can be beneficial since it enables choices to be made in very
quickly. This is useful in emergency circumstances, yet it might lead to employees feeling
disappointed.
For example, Task-oriented leadership does not put the well-being of the people as its
primary need. Performance goals and due dates are what motivate task driven leaders to
succeed.
The people-oriented approach is the very opposite of the task-oriented approach.
This style requires a high level of support from leaders. Democratic leadership is
characterized by the leader's readiness to permit colleagues to give contribution on basic
leadership. This form of leadership requires a high level of communication with staff
individuals. Everybody will take responsibility for a choice that is taken, which likens to a
lot more prominent purchase in. On the drawback, it can set aside an incredibly long time
for a choice to be made and there might be conflict as individuals with competing
viewpoints to have their feelings heard (Bell, 2019).
For example, A People-Oriented Leader should be supporting and developing individuals
in their group. People-oriented leaders think about how their choices will influence others
and loads their choices heavily against any final action.

The Leadership Grid is a model of conduct leadership created during the 1950s by
Robert Blake and Jane Mouton. Previously, it was known as the Managerial Grid. The
Leadership Grid is partitioned into two social dimensions: concern for generation, where
is plotted on the X-axis on a scale from one to nine points. Second is the worry for
individuals, where it is plotted on a similar scale along the Y-axis (Kenton, 2018). The
model recognized five initiative styles by their relative positions on the lattice:
1. Impoverished (worry for generation = 1; concern for individuals = 1)
2. Produce or Perish (9, 1)
3. Middle of the Road (5, 5)
4. Country Club (1, 9)
5. Team (9, 9)
IX. Contingency Approaches: Situational Model of Leadership, Fiedler’s
Contingency Theory
Both the Situational Model of Leadership and the Contingency Theory
acknowledge that leadership principles and concepts are not universal. It suggests the
best technique will be what is most suitable to the situation at hand. According to this
theory, effective leaders should be able to adapt their leadership styles depending on the
situation; the type of task, the nature of the group, etc. They should also be able to
determine what leadership style is best to deal with the set of circumstances.
The Situational Model of Leadership was created by Paul Hersey and Ken
Blanchard. According to Hersey and Blanchard, there are four primary leadership styles:
1. Telling: Leaders tell people what to do as well as explain the specific steps of
the task.
2. Selling: Leaders “sell” their ideas to their followers so that they are on-board.
3. Participating: Leaders encourage followers to become more collaborative and
participative in the decision-making process.
4. Delegating: Leaders assign projects to their followers and followers are given
sense of responsibility to make the most out of the assignment.
Hersey and Blanchard also explain that the most suitable leadership style will also depend
on the maturity levels of the group of followers:
1. M1 or Low Maturity: Followers lack the knowledge, skills, and willingness to do
the task (associated with Telling leadership style)
2. M2 or Medium Maturity : Followers are willing to do the task but lack the
knowledge and skills (associated with Selling leadership style)
3. M3 or Medium Maturity: Followers have the knowledge and skills to do the task
but are unwilling (associated with Participating leadership style)
4. M4 or High Maturity: Followers have the skills, knowledge and are willing to do
the task (associated with Delegating leadership style)
(Cherry, 2019)
Fred Fiedler’s Contingency Theory is closely retaled to the Situational Model of
Leadership primarily because they share the same sentiments regarding leadership
styles. However, Fiedler wanted leader to become aware of their leadership styles, and
so he created the Least-Preferred Co-Worker (LPC) Scale (see Table 2).
This scale enables leaders to reflect on the type of co-worker they enjoy working
with by rating what you feel most resonates with you. The scores should then be added
up to reveal your leadership style. According to Fiedler, you are likely to be a relationship-
oriented leader if your total score is high and if you have a total score that is low, you are
likely to be a task-oriented leader.
Table 2. Least-Preferred Co-Worker Scale

Unfriendly 12345678 Friendly

Unpleasant 12345678 Pleasant
Rejecting 12345678 Accepting
Tense 12345678 Relaxed
Cold 12345678 Warm
Boring 12345678 Interesting
Backbiting 12345678 Loyal
Uncooperative 12345678 Cooperative
Hostile 12345678 Supportive
Guarded 12345678 Open
Insincere 12345678 Sincere
Unkind 12345678 Kind
Inconsiderate 12345678 Considerate
Untrustworthy 12345678 Trustworthy
Gloomy 12345678 Cheerful
Quarrelsome 12345678 Harmonious

After realizing one’s leadership style with the LPC scale, the “situational
favorableness” needs to be determined, using the following factors:
1. Leader-Member Relations: This refers to level of trust and confidence the
followers have in their leader. A leader who has the trust of his or her people is
a more favorable situation that a leader that does not.
2. Task Structure: This refers to whether the task is either structured or
unstructured. A structured task is more favorable than one that is not.
3. Leader’s Position Power: This refers to the amount of power and influence the
leader has to direct his or her group and provide reward or punishment. More
power in a leader is viewed as more favorable.
(Manktelow, et al.)
X. Charismatic and Transformational Approaches
According to the Great Man Theory, leaders are born with just the right traits and
abilities for leading this includes: charisma, intellect, confidence, communication skills,
and social skills. The Behavioural Theory on the other hand, suggests that good
leadership is learned and adopted through constant learning and development as
opposed to something that is initialized at birth. Two emerging sub-perspectives to this
theory are the Charismatic and Transformational Approaches of Leadership. (Corporate
Finance Institute , n.d.).
Charismatic leadership is centered in an ability to charm and persuade of a certain
leader. They are driven by their conviction and commitment to their cause (“What is
Charismatic Leadership? Leading Through Personal Conviction,” 2014). Max Weber, as
cited by Oti, stated in his essay “The Three types of Legitimate Rules” that Charismatic
Leadership is found in leaders with extraordinary characteristics and whose mission and
vision is to inspire others. He also states that the occurrence of a social crisis, opportunity
to articulate an ideological goal, or a perceived need for change, will cause the emergence
of a leader with exceptional qualities and a radical vision. This radical vision, ideology,
goals, and ideas can attract a followership with a strong belief and a discernment of the
leader as extraordinary. However, charismatic leadership is considered to be unstable
since it is related to faith and belief. When these faith and belief fade, the authority and
leadership dissolve.
Robert House, as quoted by Oti, posited that charismatic leaders have charismatic
impacts on their followers in an unusually high amount; what is meant by this is followers
would even get to the point wherein they accept anything that the leader says as correct
at all times. This trust and followership is based on emotional attachment, meaning said
followers are emotionally involved with the organization’s mission.
Sisk (2018) stated that there are five characteristics of a charismatic leader:
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1. Confidence: Charismatic leaders are truly confident. They are calm with a
strong sense of faith in their skills, experience and abilities.
2. Communication: Charismatic leaders have extraordinary communication skills,
including the ability to listen proactively. This helps to motivate people through
tough times.
3. Focus: Charismatic leaders are very organized and plan ahead of time to
handle unexpected challenges/ distractions.
4. Creativity & Innovation: Charismatic leaders generally exhibit a higher degree
of creativity and ingenuity at work. They focus on solutions instead of problems,
and consistent improvement.
5. Vision: Charismatic leaders are capable of big-picture creativity, they have
willingness and commitment to lead others to achieve a common vision and goals
through positive influence.
The other emerging leadership perspective is transformational leadership.
Leadership expert James MacGregor Burns (1978), first introduced the concept of
Transformational Leadership in his descriptive research on political leaders, but this term
is now used in organizational psychology as well. Burns defined transformational
leadership as a leadership which focused on strengthening the morality and motivation of
one’s followers. Transforming leaders become moral exemplars and encourage their
followers to work towards the benefit of the organization.
In an article written by Clayton (2016), he states that Bernand M. Bass furthered
the concept of transformational leadership. He added to Burns’ initial concepts by adding
forms of measurement in terms of the leader’s impact to follower motivation and
performance. Bass also stated that leaders should be good role models because they are
looked upon by their followers with a trust basis. According his book, there are four roles
of the transformational leader:
1. Inspirational Motivation: Transformational leaders make people feel as they are
working for a meaningful and bigger purpose.
2. Individualized Attention: Transformational leaders appreciate individuality in
the workplace and take the time to get to know their followers.
3. Intellectual Stimulation: Transformational leaders encourage their followers to
educate themselves so that they can be able to perform exceptionally.
4. Idealised Influence: Transformational leaders are role models who sets ethical
standards, thus inspiring the followers to follow in his or her footsteps.
XI. Followership: Styles
As stated by McCallum in 2013, Followership is the other side of leadership. While
leadership is being able to lead people, Followership is the idea of being able to take
direction well. The level in which a follower is able to take the guidance and commands
of the leader is just as important as how the leader is able to resonate and influence their
followers. Followership has been dismissed so often, primarily because it does not
discuss a specific leadership style. However, following and leading are two sides of the
same coin.
Kelley (1992) as cited by Novikov in 2016, put forward five styles of followership in
her Model of Followership:
1. Exemplary followership: Exemplary followers are both highly active in engagement
as well as independent critical thinkers.
2. Conformist followership: Conformist followers are highly active in engagement but
are dependent and lack skills in critical thinking.
3. Passive followership: Passive followers are not active in engagement and are
dependent, uncritical thinkers.
4. Alienated followership: Alienated followers are good critical thinkers but do not
engage.
5. Pragmatist followership: Pragmatist followers have a moderate level of both
engagement and critical thinking skills.
XII. Power and Influence: Hard Position Power, Personal Soft Power,
Interpersonal Influence Tactics for Leaders
Interpersonal Influence Tactics
1. Transformational Leadership: Characterized by the power create important
amendment in each employee and therefore the organization. Transformational
leaders have the power to make changes in accordance to the vision of the
organization. Studies show that transformational leadership has had a positive impact
on follower development, performance, and even organizational profitability.
a) Transformational leadership develops followers into leaders. Instead of strictly
controlling people, transformational leaders give followers greater freedom to
control their own behavior.
b) Transformational leadership is a type of leadership which takes into consideration
the concerns of the people from lower-level physical needs (such as for safety and
security) to higher-level psychological needs (such as for self-esteem and self-
actualization).
c) Transformational leadership inspires their employees to go beyond their own self-
interests in accordance to what is best for the organization.
 d) Transformational leadership creates a vision of a desired future and communicates
it in a different way that repays how hard is it to change. The most significant role
of the transformational leader may be to find a vision for the organization that is
significantly better than the old one and to enlist others in sharing the dream.

 For example, Effective leaders show both transactional and

transformational leadership patterns. They highlight not just their
capacities to assemble a dream and engage and invigorate others, yet
additionally the value-based aptitudes of planning structures, control
frameworks, and reward frameworks that can help individuals
accomplish the vision.

2. Charismatic Leadership: This type of leadership is known to ignite followers’ energy

and commitment to the organization and its mission, by means of building emotional
relationship. This helps to inspire followers to keep working despite challenges.

 For example, Steve Jobs, is intensely based on the relationship

between leader and followers and relies heavily on either referent or
expert power.

3. Coalitional Leadership: This type of leadership supports the leader’s goals and
influences others to implement and eventually achieve said goals. Coalitional leaders
observe and perceive patterns of interaction and influence within the organization.
They are excellent at developing relationships and may are able to adapt their
behaviors and approach to a variety of people and things.

 For example, when Colin Powell was U.S. Chairman of the Joint Chiefs
of Staff, he regularly brought together the heads of the Army, Air Force,
Navy, and Marines so they could understand one another’s viewpoints.
Cross-enterprise understanding and cooperation is essential to
achieving a larger vision.

Hard Versus Soft Power

Effective leaders try not to depend entirely on the hard power of their formal position to
impact others. Soft power incorporates expert power and referent power, which depend
on close to personal qualities and relational connections more than on a position of
authority. Nowadays, soft power is, like never before, the apparatus of the leader. The
following are the 5 types of Leader Power:
1. Legitimate Power is the authority granted from a formal position in an organization.
Followers acknowledge the rights of formal leaders to set objectives, goals, and
direct exercises.
 For example, when an individual has been chosen as a boss, most
employees acknowledge that they are obligated to follow his or her
directions for work. Certain rights, duties, and privileges accumulate to
anybody holding a formal authority position.
 2. Reward Power that stems from the authority to bestow rewards on other people is
called reward power. Lower-level followers rely on their leaders for the money
related and physical assets to play out their assignments. Leaders with reward
power can utilize rewards to impact subordinates' conduct.
 For example, delegated leaders may approach formal rewards like pay
increments or promotions.

3. Coercive Power is the inverse of reward power is coercive power. It refers to the
ability to punish or prescribe punishment. Supervisors have coercive power when
they reserve the privilege to flame or demote subordinates, criticize, or hold back
increase in salary.
 For example, if a sales rep does not execute just as expected, the team
lead has the coercive capacity to censure him, impugn him, put a
negative letter in his record, and hurt his opportunity for a raise. Coercive
power is the negative side of legitimate and reward power.

4. Expert Power is coming about because of a leader's special knowledge or

expertise with respect to errands performed by employees is alluded to as expert
power. At the point when a leader is a legitimate expert, subordinates oblige
proposals as a result of his or her predominant information.
 For example, Leaders at supervisory dimensions regularly have
involvement in the generation procedure that helps them gain a
promotion.

5. Referent Power is the sort of intensity originates from the leader's qualities that
gives order to the employees' identity, respect, and appreciation so they want to
copy the leader. At the point when laborers respect a boss due to the manner in
which the individual in question arrangements with them, the impact depends on
referent power.
 For example, Steve Jobs obviously has solid position control as CEO of
Apple, however it is referent power and master control that make him a
standout amongst the most well known and most dominant pioneers on
the planet
(Bosman, 2017).
XIII. References

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