Should There Be Boundaries Between Leaders And Followers

I. Regardless of the situation you have to be willing to face any hard situation given by life. Sometimes we have situations when is time to laugh, sadness and sometimes Anger.

The two major types of power are position power and personal power. Position power is power held by an individual due to the position they hold within an organization; whereas, personal power is power bestowed upon an individual due to their personal connection with (or likability) by their followers. power is divided “Position power includes legitimate, reward, and coercive power” (Northouse, 2010). “Personal power includes referent and expert power” (Northouse, 2010).

According to my reading of the book Peter G. Northouse(p120-121). Yes, A leaders should set boundaries between there followers. Leaders and followers must work together and have trust with each other. Setting boundaries only separate who is leader and who is the followers, these boundaries does not make you greater a responsibility. “Being a leader shows great styles that interacts with characteristics of followers and the work setting to affect the motivation of followers.”

The amount of legitimate power someone has depends on the importance of the position she or he occupies and the willingness to grant authority to the person in that position. The benefits of this type of power are that incorporates weight of the entire organization, effective for gaining obedience, helps large organizations function effectively. The costs are that lowers follower task performance, lowers follower task satisfaction, and may become less effective overtime.

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

The power in the office is not undefined, the leader is still monitored and controlled the rules of the organization (Grimsley). Loyalty is a big part of this power. If the loyalty is not shown in the company, then the employees may not comply with what the company demands. A president or manager may look for different to supplement their power. Such as charismatic

I have sometimes felt difficulties in understanding the emotions of the people around me. Putting myself in other’s shoes and trying to understand their emotions has always been challenging for me. Although I sometimes did well in understanding emotions of a few people. I have heard my friends complain about me in this division at times. By studying about leadership, I figured out that I have the coercive leadership style and that is why I face difficulties in understanding people’s emotions at times. So I think it is time for me to improve in this department by working more on the Social-Awareness leadership

A manager needs to understand the interdependency of departments, internal partnerships, and the influence of power and politics to effectively manage across the organization. Effective managers use various political tactics to increase their power within the organization to coordinate and support the work of their peers and subordinates to meet company objectives. Managers regularly acquire and use power. Power-oriented behavior has an impact on managerial career progress, on job performance, on organizational effectiveness, and on the personal lives of employees (Obholzer, 1995). It involves the combined topics of power, influence, authority, and organizational politics. When running an organization, all these

In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.

According to Mukkins power means “power is a complex and dynamic concept control or influence over the behavior of other people with or without their consent.” (Mukkins 2010) In other words, Power traditionally associated with coercion, repression and exploitation (negative control of one group over another). However, more recent view of power “there are no social relations that are “free” of power, it is seen not just as constraining in its effects but also productive and positive.” Power is born from every person. People have right and ability to do what they can do. In term of management power can be an achievement of motivation. Power can make people control another people or thing more easily. It will encourage people use power. The people

The concept of power is an applicable leadership concept. Leaders use power to decipher whether they have the ability to acquire the commitment or obedience from their workers/officers. Leaders that are educated or trained under the old-paradigm, have low levels of expectations of others around them, and tend to use

It is important for managers to understand the sources of power and influence as they must rely upon the cooperation of subordinates in order to be successful. Strong managers rely upon more than just authority they also use leadership skills and power to obtain the most productivity from their staff. According to French and Raven (1959) there are five sources of power. Referent power seems to be the most influential and the least affected by change. To quote Paul Argenti,

As you can see having power has more advantages than disadvantages, but one of the main problems is that you can have the power and still not be an effective leader. When you have the authority, leaders often feel that they can say anything to make the people believe that they are correct. Most of the time people are blinded by the power, that they are often bamboozled to what is actually right. They feel that people with power can do no wrong; they will always be fair and truthful, when most who hold the power are not honest people at all. It goes to show you that just because you have the power, it doesn’t make you an effective leader, it just makes you the boss. Being in a situation where you have worked hard and not given the credit, due to the fact that you have had a manager with power that doesn’t want you to excel is an obstacle that many people working in society face today. So called leaders who hold their power

Emotional Intelligence and Leadership It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound

A manager that has all five types of powers is a strong leader. Occasionally employee’s posses power too. Effective managers use their powers in a way that they maintain a healthy balance between their own power ant that of their employees.