The Triad of Awareness: How Fletcher Jones and Greg Brenneman Cultivated it
1.Power and influence are the basis of leadership, a necessary condition for changing people’s behavior and achieving the organization’s goals. Power is a relationship, interdependence between participants in the management process. The greater the dependence on the other person, the greater the power of the person. Goleman explains this relationship as follows: “A has power over B to the extent that he can force him to do what B did not do in other cases. Possession of power is an opportunity to influence the satisfaction of someone’s needs, desires (Griffith and Buckley, 2018). Influence is a purposeful influence of one person on another, which changes behavior, relations of this other person. In order to effectively influence people, the leader must have power. Power is the ability to influence other people, the opportunity to carry out their activities at their own discretion.The balance of power and its forms. In modern organizations, there must be a balance of power, since subordinates also have power over leaders. Leaders depend on their subordinates in such matters as providing reliable and timely information, performing tasks in a quality manner, maintaining a favorable psychological climate in the team, informal contacts with people in other divisions, whose support is necessary for the leader, the ability to influence their colleagues, and cooperation. Because subordinates also have power, managers should not abuse their power, because subordinates can demonstrate their authority in return. Subordinates should not experience feelings of despair, uselessness, complete dependence on the will of the leader: this leads to resistance, disobedience, destroys the favorable climate in the team, reduces the efficiency of the organization (Jan and Maqbool, 2015).
2.An effective leader tries to maintain a balance of power, and his power will never be exercised in a rigid, orderly, waiting to be subordinated manner. A leader can influence the behavior of other people without reliance on force, coercion. Power can take a variety of forms. In the management literature, eight basic forms of power are singled out. Power based on coercion involves influence through fear, through threatening the satisfaction of human needs. At the same time, the manager uses various forms of punishment: hinting of dismissal, deprivation of some powers, blocking promotion, demotion, reprimand and fine (Keskes, 2014). There are also more sophisticated forms of using fear and coercion: a casual remark thrown that hurts self-esteem, giving leave at an uncomfortable time, comparison with other employees who better cope with tasks. This underlines the low assessment of the employee, his disrespect from the leader and the need to work tenser. But coercion, fear rarely lead to the desired results, although they can bring temporary improvements. Fear restricts initiative, creativity, reduces job satisfaction, and generates alienation, resistance, revenge (Kollenscher, et al, 2017).
Improving Focused Leadership: Suggestions for Fletcher Jones and Greg Brenneman
The power of reward is based on the manager’s ability to provide what people would like to have. This is one of the most ancient and widely used ways of influencing people. If workers agree to accept remuneration (gratitude, recognition, premium, wage increase, appointment to a good one additional leave, a separate cabinet, etc.), they will obey orders, requirements and instructions. The difficulty is to correctly determine the reward for each employee. Money and a more prestigious position do not impress every person and cannot affect his behavior. They obey if they are convinced of the legitimacy of orders. The limits of legitimate power are limited to such factors as culture, customs and value system, characteristic of the organization. In return, subordinates receive a sense of belonging to a social group, security (Maak and Voegtlin, 2016). Influence through tradition, official powers can greatly simplify the decision-making process. In an organization where the traditions are very strong, and often spelled out in the form of “commandments”, the principles are precisely defined, “what is good and what is bad.” The danger of influence through tradition is associated with the possibility of not noticing a new, and sometimes resistance to change, that leads to the fact that the organization does not have time to fit into the changing environment. In addition, traditions better influence people, motivated by security and belonging.
3.The power of information is based on the possibility of access to the necessary and important information and the ability to use it to influence other people. Coordination of information flows and control over the communication network make a person powerful. Such power is possessed not only by people occupying certain positions, but also by their assistants, secretaries. The power of an example, referential power is based on the charisma inherent in personal qualities or the style of human behavior. “Charisma” is a term used to describe the attractive character traits of some people.
Many people fall under the influence of a certain person due to his special personal qualities. The charm of this person (charisma) is the basis of the referential authority. A person with charisma, admires, wants to imitate him, he serves as an example for others, an ideal, an idol, an indisputable authority (Prakash, et al 2015). The expert’s power is exercised through influence on the behavior of subordinates through specialized knowledge of a leader, high educational level, experience, talent, skills (Mishra, 2018). The expert power is not rigidly related to the position. Its level is determined by the level of competence of the manager, specialist, and maybe the performer. Taking the opinion of a subordinate whom the leader considers to be an expert in his field, the leader saves time, and, more importantly, forms a favorable business atmosphere. But we must bear in mind that the formation of a reasonable faith will take some time, it is less stable than faith blind (based on charisma), and in some cases reasonable faith can lead to making less effective decisions. This is possible when subordinates, considering the leader as an expert, do not express their opinion, do not share information, doubts and ideas. In many modern organizations, where subordinates have a high educational level, the intellectual gap between them and leaders is eliminated (Nanjundeswaraswamy and Swamy, 2014). Under these conditions, it becomes difficult to exercise influence in these forms of power. There is a need for cooperation on the part of subordinates. Two modern forms of influence – persuasion and participation – are prompted by this cooperation. Power based on persuasion is an influence through the active transmission of one’s point of view. It can be based on the example, charisma, expert power. But here the performer understands what he is doing and why. The power is built on the recognition by the leader of dependence on the performer, his competence, on transferring to him a part of power. The leader increases his power, passing it to his subordinate. The weak sides of persuasion are the slow impact, the uncertainty, the one-off nature of action.
Managing Paradoxes and Transcending Either/Or Thinking: A Case Study of Greg Brenneman
Traditional concepts of leadership
The power based on participation in decision-making presupposes an even greater recognition of the power of performers than in the case of persuasion. Decisions by one person, therefore not only managers can influence a concrete decision (Ricard et al, 2017). They do not impose their point of view, but create conditions for the free exchange of information. This form of influence presupposes the leader’s willingness to give up his powers and the subordinates’ needs for the highest level: in success, respect, growth, self-expression, power.
4.Effective style of leadership
An approach from positions personal qualities; behavioral and situational approaches The effective leader knows and uses, depending on the situation, all forms of power. In addition, the style of his behavior with his subordinates is very important. The leader’s style is a combination of certain principles, the most characteristic and sustainable methods of solving problems and problems arising in the process of implementing management functions. There are three approaches to determining effective leadership (Saleem, 2015). The first – the approach from the standpoint of personal qualities – suggests that the leader must have a certain set of fairly stable qualities, including congenital ones. Different researchers distinguished different groups of leadership qualities. They can be grouped into five groups: physiological, psychological (emotional), intellectual, personal-business and moral.
The basis and content of leadership in the organization
We call the necessary qualities of an effective leader: persistently strives to manage people; educated, has unconventional thinking; recognizes that not everyone knows himself; inform subordinates about the nature of the work; boring labor turns into a creative one; self-assured; initiative; knows how to value the time of his subordinates; demanding and strict; is able to encourage and punish; balanced, polite and affable; has a sense of humor; he can speak and listen; knows how to rejoice in others’ successes; honest and incorruptible; independent and independent; It is able to take the risk and responsibility. Of course, the leader must have a certain set of personal qualities (Shanafelt, et al, 2015). However, this set cannot be permanent, suitable for all managerial situations and inherent to all managers. In different situations, managers discover different personal qualities. This leads to the fact that the list of potentially important characteristic personal traits cannot be final. More and more new characteristics are added (the sign of the zodiac under which this or that leader, handwriting, origin, etc.) is born, which are necessary for effective leadership. The second approach to determining effective leadership is behavioral, based on studying the leader’s behavior and the means of his influence on subordinates. This approach, like the first, also tries to find one, the best type of effective leadership. But the criterion for selection here is different – leadership behavior. If the first concept is based largely on the innate qualities of the leader, the second assumes the possibility of training leaders on special programs.
Examining Brenneman’s Transformational Business Model and its Alignment with Drucker’s Theory of Business
5.The following are the ways in which Brennemans personal choise of purpose can be defined and how he led continental airlines. The main thing is to find out the answer to the question of what leaders do and how they do, not the question of who is the leader. The following concepts are better known: studies of the Classification of leadership styles in a behavioral approach. The first studies of the three leadership styles were conducted by Kurt Levin and his colleagues at the University of Iowa (Walker and Aritz, 2015). Autocratic, democratic and liberal leadership styles were singled out. The autocratic style is characterized by the concentration of power in the hands of the leader, which determines the goals and means for achieving them. Strengths of this style are the accuracy and speed of the task, the ability to predict the result. The weak side is the ability to contain the initiative of subordinates. The democratic style is distinguished by the separation of power and the participation of workers in management, giving subordinates the opportunity to take the initiative (Yahaya, and Ebrahim, 2016). However, this style of leadership requires a lot of time to discuss and agree on different points of view on the solution of the problem. Liberal style means non-interference, “freedom of hands” (from laissez faire – “do not touch”, let it go as it goes, let it go by itself) . The liberal leader does this, he rarely uses power. The subordinates are given almost complete freedom in determining their goals and controlling their activities. The weak side of this style is the possibility of the employee losing speed and direction without the intervention of the leader.
Reference List
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Mishra, A.S., 2018. Organizational Leadership in Changing Times. Effective Executive, 21(2), pp.5-6.
Nanjundeswaraswamy, T.S. and Swamy, D.R., 2014. Leadership styles. Advances in management, 7(2), p.57.
Prakash, A., Héritier, A., Koremenos, B. and Brousseau, E., 2015. Organizational Leadership and Collective Action in International Governance: An Introduction. Global Policy, 6(3), pp.234-236.
Ricard, L.M., Klijn, E.H., Lewis, J.M. and Ysa, T., 2017. Assessing public leadership styles for innovation: A comparison of Copenhagen, Rotterdam and Barcelona. Public Management Review, 19(2), pp.134-156.
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Shanafelt, T.D., Gorringe, G., Menaker, R., Storz, K.A., Reeves, D., Buskirk, S.J., Sloan, J.A. and Swensen, S.J., 2015, April. Impact of organizational leadership on physician burnout and satisfaction. In Mayo Clinic Proceedings (Vol. 90, No. 4, pp. 432-440). Elsevier.
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