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Although we discussed Power in earlier chapters, we learned more about management theories and techniques. As we conclude this course, it will be important for you to gauge where you stand as a manager, what your management style is, and what you value. This assessment will help you understand your behaviors. There are 3 parts to this assignment. First, watch the 2 videos below to understand French and Raven’s 5 Power Dynamics prior to taking the assessment.
Leader Influence: What is Personal Power? (Expert and Referent) (Links to an external site.)
Leader Influence: Formal Power (Legitimate, Reward, & Coercive) (Links to an external site.)
Second: For full credit, complete and submit the Power Inventory. Compute your scores from the 20 questions according to the following breakdown:
Add your scores from questions 1, 11, 16 and 17: _______ (reward)
Add your scores from questions 3, 9, 12 and 13: _______ (coercive)
Add your scores from questions 5, 14, 18 and 20: _______ (legitimate)
Add your scores from questions 2, 4, 6 and 7: _______ (referent)
Add your scores from questions 8, 10, 15 and 19: _______ (expert)
A high score (> 16) of any of the five dimensions of power implies that you prefer to influence others by employing that particular form of power.
A low score (8 and less) implies that you prefer not to employ this particular form of power to influence others. These scores represent your power profile.
Third: To build management skills, think about a situation you are familiar with in which a leader was very ineffective. In a couple of sentences, summarize the situation you’re referring to for this exercise then answer 3 of the following 6 questions and remember to use the Written Response Rubric as a guide:
Which sources of power (according to the French and Raven videos) did the leader demonstrate?
Did the leader have enough legitimate power to influence his/her followers?
What kinds of behaviors did this leader engage in that you would classify as one of French and Raven’s power dynamics? Were they appropriate for the situation? Why or why not?
From what you know, do you think this leader was a task-oriented or relationship-oriented leader? What steps did this leader take to motivate his/her team?
How favorable was this leader viewed in this situation? Was this person leading or managing (explain your answer)?
To what extent do you think managers and organizations have an ethical obligation to put limits on the amount of coercive power that is exercised?