In any organizational setting, there are followers and leaders. Leaders are the brains of any organization because they have the power to make the team successful or ineffective. Throughout history, there have been leaders who have inspired, forced, and challenge the status quo. Leaders such as John F. Kennedy, Martin Luther King, and Adolf Hitler had the power to inspire, change the status quo, and forced their followers to do anything they want to accomplish the mission of their organization or cause. What is the recipe to make an effective leader? In this student Social Work Leadership class the instructor has given the class an assignment of writing a leadership analysis paper on a leader in our field placement or workplace. This paper
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Richard Hughes and fellow researchers called this the need of power. Need of power refers to leaders who have a great need for power that originates from a psychological gratification from influencing others (Hughes et al., 2009). There are two various ways of communicating the need of power: personalized power and socialized power. The leader within this student’s organization expresses his need for power through personalized power. Personalized power signifies some leaders who have a high need for authority and they are usually selfish, reckless, immoral, and lacking self-control (Hughes et al., 2009). This student supervisor within superior court has his selfish agenda of advancing towards the next higher level of leadership without any regards for his staff. Mr. X has run into some barriers of his own by his direct supervisor who has an agenda of her own, which does not include Mr. X or the staff of superior court. According to research done by Jon K. Maner and associate, they found that leaders have the tendency to arrange their power at the sacrifice of the organization and to preserve the power gap between themselves and their staff (Maner & Mead, 2010). Earlier hypotheses regarding leaders in the workplace have made a comparison relating to prosocial versus antisocial characteristics of power. Henrich and Gil-White model of status and leadership imply two overall approaches dominance and prestige that leader uses to climb through the ranks of the organization (Henrich & Gil-White, 2001). Dominance reveals a method in which leaders achieve and use power through influence and egotistic handling of organizational resources. Prestige, in comparison, reflects a process in which leaders manage power because they gather respect and use essential skills or knowledge to help the organization attain its objectives (Henrich & Gil-White, 2001). The leader within the organization
Richard Hughes and fellow researchers called this the need of power. Need of power refers to leaders who have a great need for power that originates from a psychological gratification from influencing others (Hughes et al., 2009). There are two various ways of communicating the need of power: personalized power and socialized power. The leader within this student’s organization expresses his need for power through personalized power. Personalized power signifies some leaders who have a high need for authority and they are usually selfish, reckless, immoral, and lacking self-control (Hughes et al., 2009). This student supervisor within superior court has his selfish agenda of advancing towards the next higher level of leadership without any regards for his staff. Mr. X has run into some barriers of his own by his direct supervisor who has an agenda of her own, which does not include Mr. X or the staff of superior court. According to research done by Jon K. Maner and associate, they found that leaders have the tendency to arrange their power at the sacrifice of the organization and to preserve the power gap between themselves and their staff (Maner & Mead, 2010). Earlier hypotheses regarding leaders in the workplace have made a comparison relating to prosocial versus antisocial characteristics of power. Henrich and Gil-White model of status and leadership imply two overall approaches dominance and prestige that leader uses to climb through the ranks of the organization (Henrich & Gil-White, 2001). Dominance reveals a method in which leaders achieve and use power through influence and egotistic handling of organizational resources. Prestige, in comparison, reflects a process in which leaders manage power because they gather respect and use essential skills or knowledge to help the organization attain its objectives (Henrich & Gil-White, 2001). The leader within the organization