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This 5 page paper discusses the leadership theories of Barry Posner, Tom Peters, James Kouzes and Gary Yukl. Bibliography lists 8 sources.
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5 pages (~225 words per page)
File: D0_HV4leads.rtf
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whether "effective leaders have more power or different sources of power than ineffective leaders, and whether they exercise power in different ways" (Green, 1999). For Yukl, there are five different
types of power: reward power; coercive power; legitimate power; expert power and referent power (Green, 1999). The best way to explain these types of power is in terms of their
effect others. When a supervisor or superior has "reward power," the "target person" obeys their orders because they will be rewarded by the superior for doing so (Green, 1999). If
the power is coercive, the target obeys to avoid being punished (Green, 1999). If the power is legitimate, the target obeys because he believes the superior has "the right to
make the request" and he (the target) is obligated to comply (Green, 1999). If the power is expert, then the target complies because he or she believes that the superior
has "special knowledge about the best way to do something" (Green, 1999). And if the power is referent, then the target complies with the supervisors orders or requests because he
"identifies with the agent and wants to gain the agents approval" (Green, 1999). ("Agent" is the person who is giving the orders.) Yukl suggests that effective leaders rely "more on
personal power than on position power" (Green, 1999). That is, they lead because of who they are, not what their position in the company is (Green, 1999). In addition, effective
leaders, when they do use position power, do so in a "subtle, careful fashion that minimizes status differentials and avoids threats to the target persons self esteem" (Green, 1999). By
contrast, leaders who wield their power arrogantly, or seek to manipulate or dominate the target, will almost certainly encounter resistance (Green, 1999). The nature of the task, organization and subordinates
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