They think formal authority will be a source of power Establishing trust and

They think formal authority will be a source of power

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privildges instead of duties and obligations. They think formal authority will be a source of power. Establishing trust and credibility is important when trying to gain control. Empowering others is also a source of power…promotes trusts, build networks. Abuse of power decreases actual influence. Manager is a position of authority, but also a position of interdependence. They have two responsibilities: 1. agenda setting and 2. network building. They need to offer something of value. ”currencies” process of influence as an exchange(use of network) Building and cultivating your network:…COOPERATION, COMPLIANCE, and OPPOSITION. Identifying who you need to cooperate and comply, as well as who would be a huge deterrence in an oppositional position is key. Step into others shoes. Assess relationships. Again, trust and credibility are important. Build and maintain a network. Easier to build relationships with people sharing common backgrounds or interests.
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Remember, networks are mutually beneficial relationships, so don’t abuse power. Avoid reliance on formal authority. Realize the ends don’t always justify the means. [BK] “Transactional and Transforming Leadership” by James MacGregor Burns in The Leader’s Companion , pp. 100 – 101. Transactional leadership : “such leadership occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things”. Doesn’t bind leader and follower in mutual pursuit of a higher purpose. Transforming leadership : “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality…their purposes, which might have started out as separate but related, as in the case of transactional leadership, become fused.” Is usually moral- raises level of human conduct and ethical aspirations 6. Transformational Leadership Wed, Oct 4 The NAACP [CR] NAACP Case Synopsis NAACP formed in 1909 in NYC by black/white citizens committed to righting social injustices. Served as voice of minority Americans; several landmark victories (i.e. Brown v. Board of Education, Civil Rights Act [1957, 1960], Voting Rights Act. Approximately 500,000 members, 7 regions, 1700 active local branches/college chapters 64 Member Board of Directors => chose 17 member Executive Committee (i.e. Chairman, VC, Treasurer, etc…), President/CEO could not be a member of the board but was voice of organization Annual Convention to evaluate resolutions (changes to organization policy) Financial information was confidential and undisclosed to Board members (to prevent attack from adversaries) => this problem increased during Gibson's years as Board chair Gibson Gibson elected as Chairman in 1985; Executive Director at the time was Benjamin Hooks Since Hooks overshadowed him, Gibson began to compete with him for power, appointing random people to committees that he created In 1992, after 16 years, Hooks decided to step down; Benjamin Chavis Jr. was appointed new ED
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