1.5 - About University

in knowledge-based, fast-moving, customer-focused organizations, where jobs with creativity,discretion, and judgment at their core cannot be clearly defined, and where commitment toresults as opposed to compliance with activities or behaviors is fundamental to business success.Most modern leadership models promote a concept of personal power—power with andpower within.Leader AsLeader As Boss Partner Leader As CoachPowercharacteristicsWorks bestwhenLeader knows best; top-down Share or delegate power Encourage others to develop(power over). (power with). their own power (powerwithin).Followers untrained or Followers are developing Others are expert, want toimmature. Best used as but are not able to take full succeed, and are accountable;temporary “tough love.” accountability. their goals are congruent withthose of leader andorganization.H OW TO USE THIS LEADERSHIP TOOL“There should never be any need for a leader to tell other people how powerful and influential he or she is. …Yes, leaders are power brokers. But they are power brokers on behalf of people they lead.”—Jim Kouze and Barry Posner, THE LEADERSHIP CHALLENGEThis application involves two aspects:1. your personal conception and basis for power as a leader;2. your conception and basis for developing power in others.WEB WORKSHEETY OUR PERSONAL BASIS FOR POWERSource of PowerOfficial or formal powerYour current use(if at all)When best used(if at all)Steps to improve thissource of powerReward powerCoercive or punishmentpowerExpert or informationbasedpower292 SECTION 9 TOOLS FOR LEADING AND INFLUENCING OTHERS