PROJ6006: Organisational Behaviour and People Management
Discussion 1: Shared Reflection/Discussions topic – Due end of module 2
Case study reflection
The two types of power that can be demonstrated positively or negatively by the leader are legitimate power and expert power. In case of legitimate power, the powerful person has the right to dictate other because he or she holds a rank in the organisation such as the CEO or CFO (Willer et al., 2012). In the case of expert power, the leader possesses expertise and skill in a particular area. In the case study on Parks Corporation, the project manager can use the legitimate power to improve the performance of the Blue Spider Project. Similarly, the functional manager possesses the expertise to assess the effectiveness of the project. The functional manager can enhance the performance of various functions of the project. The program manager can use expert power to enhance communication between team members. While leading a team of engineers, it is feasible to use more than one influential figure because the Blue Spider Project is a complex project with specific requirements that can be tackled by the collaboration of functional manager, program manager, general manager and the vice president. Influence refers to the process by which someone can be urged to do something and act in a certain way (Lam & Higgins, 2012). Manipulation is the misuse of power, and the manipulative person has a personal agenda behind exerting deceitful influence.
Responses
Colleague 1
It will be challenging to use expert power if the person does not possess the necessary skills. Becoming better during its implementation should be the goal.
Colleague 2
It might be challenging to use legitimate power if the person cannot utilise the experience gained from a job role while handling a project.
References
Lam, C. S., & O’Higgins, E. R. (2012). Enhancing employee outcomes: The interrelated influences of managers’ emotional intelligence and leadership style. Leadership and Organization Development Journal, 33(2), 149-174.
Willer, R., Youngreen, R., Troyer, L., & Lovaglia, M. J. (2012). How do the powerful attain status? The roots of legitimate power inequalities. Managerial and Decision Economics, 33(5-6), 355-367.