Q1 Interpersonal relationships between superiors and subordinates in an organization

involve
different kinds of power equations. In your opinion, arrange the 5 sources of power in order
of importance, that are based on Superior subordinate relationships in an organization.
Justify your preference.

Ans: Business leaders have control over those who work for them. However, not all power is
created equal - and when misused, it may be harmful to a leader's overall position.
Psychologists John French and Bertram Raven developed a list of five categories of social
power that impact business partnerships. Understanding which power may favorably and
adversely affect individuals can provide leaders and employees with insight into workplace
dynamics. Expert, Legitimate, Information, Reward, Referent, and Coercive are essential
power sources.
1. Expertise is acquired through knowledge and experience. People with expert
authority in an institution can survive for a long time independently. It is critical to
have both skills and knowledge. They can compete and achieve things with ease.
The thoughts, ideas, and judgments of individuals with expert authority are highly
valued by other employees and hence have a significant effect on their actions.
Possession of specialist authority is typically used as a necessary step to other forms
of power, such as lawful power. A person with expert control, for example, can be
elevated to senior management, granting him legitimate power.
2. Legitimate power: This is the authority that comes from a role in the organization.
Assigning can be abused at times. The decisions taken should be pretty deliberate.
Individuals holding this level of authority must use caution for others who report to
them to respect them and respond favorably. Those who misuse their positions of
power may be dismissed. 
3. Reward Power: The capacity to provide a reward is called reward power. It might
be in the form of raises, incentives, appealing tasks, or projects—the ability to pick
which rewards should be delivered to whom and when is critical to making decisions.
Employees can benefit from incentives. Workers get involved in their occupations
because they gain directly and personally from them in ways other than their
income. As a result, the firm will benefit as well.
4. Referent power is commonly referred to as charisma - the capacity to earn their
admiration, captivate people, and seize their attention. Personal traits are pretty
significant in this. It produces good outcomes when the referent and expert power
are parallel. Someone with this skill may readily use it by combining it with coercive
power to persuade employees into doing their bidding.
5. Coercive power is the capacity to take something away or penalize someone for
failing to comply. It frequently operates via fear and often pushes the individual to
do something they would not prefer. This is a high-risk, aggressive power. The
workforce will not well receive it. When a boss threatens or punishes his employees
for affecting their conduct, he employs coercive authority. Suppose an employee is
forced to work excessive hours to achieve a project deadline. In that case, the
management may threaten to dismiss the person or provide a negative performance
assessment if expectations are not met. A person who wields this kind of authority,
in many respects, works as the office bully and, as a result, will not win respect and
devotion of people under his control
Q2 Performance of employees at the workplace depends on their personality traits. Describe
the five major traits that most researchers agree upon and explain how they lead to
meaningful workplace behaviour.

Ans: Employees' agreeableness, conscientiousness, emotional stability, openness to new

experiences, and extroversion are the personality factors being examined in the workplace.
These five elements are also contained in the Big Five model of Personality Dimensions.
1. Extraversion: denotes an active attitude to the social and material worlds and
encompasses characteristics like friendliness, activity, assertiveness, and positive
emotionality. This element comprises good feelings and a hardworking disposition
and the ability to relate effectively to people. Extraverts like the company of others
and are often quite engaged in group projects. On the other hand, introverts are
reserved, shy, and silent. Those who score high in extroversion are more aggressive,
socially confident and get their energy from engaging with others, while those who
score low are more prone to seek isolation and reflection.
2. Conscientiousness: refers to socially defined impulse control that promotes task and
goal-directed conduct, such as thinking before acting, deferring gratification,
according to norms and standards, and planning, structuring, and prioritizing
activities. This characteristic assesses a person's consistency and dependability.
Someone with a better result in this area is more goal-oriented, has better impulse
control, and is typically highly organized. They are more likely to achieve
academically and as a leader. Those with lower scores in this category are more prone
to be impulsive and procrastinate on projects.
3. Openness to experience: The breadth, depth, originality, and complexity of an
individual's mental and experiential life are all described by the term "openness to
experience." This characteristic distinguishes conventional people from those who are
creative in some way. Intellectual curiosity, sensitivity to beauty, and response to art
are all traits associated with people who are open to new experiences. It encapsulates
a person's eagerness to try new things, be open to new experiences, and think
imaginatively. People who score well in this area are often artistic and curious, while
those who score poorly are traditional and like to stay in their comfort zones.
4. Agreeableness: compares a pro-social and communal orientation toward others with
hostility and encompasses characteristics such as benevolence, tenderness, trust, and
humility. Delightful people are cooperative, warm, and trustworthy. Individuals with
low agreeableness are frigid, unpleasant, and hostile. Agreeability demonstrates a
person's ability to get along with others. People who score high in this feature are
often likable, empathetic, and loving, whereas those who score low are viewed as
brash, unpleasant, and sarcastic.
5. Neuroticism: Employees that score high on neuroticism tend to be pessimistic. As a
result, people suffer from stress, high blood pressure, depression, anxiety, and other
symptoms. It has aspects such as self-consciousness, vulnerability, immoderation,
anxiety, impatience, etc. Higher neuroticism is readily irritated. They are unable to
control their urges. They are prone to heart attacks, rage, and other negative emotions.
Employees with a low score are less likely to become enraged. They are calm, stable,
and do not readily become agitated. If a person's neuroticism is soft, they are reckless.
From the standpoint of a career, having a deficient level of neuroticism is
unacceptable. To a certain extent, working stress is good because it makes a person
accountable and focused on achieving a goal.
Q3 Mr. Ranveer Goswami, the current CEO retired from the organization and everyone bid

him a very emotional farewell. He was a people's leader and the team was going to
certainly miss him. The young CEO Ms. Riya Talwar who was going to take his position
had a tall task ahead of her. She was eager to implement the idens she had in mind to
expand the organization and was one focused leader, doing everything in her capacity to
lead the organization to greater success.
a. Ms. Riya did not get the welcome or support she expected from the team. Her plans were
not implemented with the same vigour that she had imagined? Which common
organizational pitfalls in leadership are described in this scenario?
(5 Marks)
b. Correlating it to the above situation, explain how emotional intelligence would help the
new CEO get the support she expects from her employees?