The paper "Ways through Which Effective Leaders Earn Authority through Influence" is a good example of management coursework. The concepts of authority, power and leadership styles are interconnected. Although a person may exercise power without necessarily being a leader, it should be noted that an individual can be recognized as a leader only if he or she has the power to direct others towards the intended goal. Contemporary organizations use complex structures that make leaders demand formal authority to control and direct their subordinates so as to achieve organizational goals.
It is common to assume that power belongs to a leader. However, studies in leadership and power show that depending on a particular situation, power is a function of both the leader and subordinate. This indicates that authority and power are functional relationships where the subordinates give their leader the opportunity to lead, while a leader derives his or her authority and power from the members under control. Leaders become effective in their leadership styles if they stop focusing more on their power (Kouzes & Posner, 2002). Understanding the Role and Functions of Leadership Leadership as a role means a position of authority that a person holds in the organizational hierarchy.
On the other hand, leadership as a function involves the activities and processes that make people and the organization to move towards the achievement of their goals. Therefore, the ability to influence others can also be seen as a significant function of leadership. In order to be considered effective in their influence, leaders should be able to overcome the greater resistance by subordinates to their directives, orders or requests. However, it is not necessarily that influential leader will at all times lead to successful achievement of the organizational goals particularly if he or she decides to influence the people in the directions against the members’ success.
This implies that an ineffective strategy used or poor decisions are made but not an attribute of ineffective influence (Iles & Preece, 2006). Leadership is considered a process through which authority and power are used to achieve interpersonal influence. Therefore, the most fundamental question is to determine why leaders must become successful in influencing the behavior of their subordinates at the place of work.
Leadership concerns the ability to influence others to accomplish what they may not be interested in. The major challenge for leaders is getting others to accomplish what is needed so as to achieve the set organizational goals. Leaders who exercise authority alone limit their abilities to make effective solutions for issues that arise in the organization (Kouzes & Posner, 2002). This provides the view that effective leadership styles are required to encourage people in the organization to look beyond the common goals and think innovatively so as to reach radical solutions. Developing Personal Power to increase Organizational Power Leadership involves exercising power, and thus leaders are required to develop their appropriate organizational power standards so as to effectively influence the people whom they lead.
Leaders who recognize the significance of developing their personal power, increase their organizational power. This can be achieved through effective planning and organizing, budgeting and staffing as well as controlling and appraising of the individuals whom the leader relies on. It is important to note that controlling others solely by influencing their behavior based on the authority of the position a leader holds in the organization rarely becomes effective.
Thus, effective leaders often count on people whom they do not have formal authority. Power should be considered as the condition of building social relations (Knights & Darren, 1999).