The earlier presidents were not as approachable as

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The earlier presidents were not as approachable as she is and they were not as successful as Donna has been in getting the support of the community, Board, etc. Nor were they as successful in accomplishing their Master Plans. 4. Describe various types of power Donna illustrates. Are these powers necessary for a leader to be effective? Donna illustrates all of the position powers with the exception of coercive power. For example, her title represents legitimate power. Donna’s empowering the employees to make their decisions and her support of their efforts indicate reward power. Her information power is illustrated by her providing feedback regarding their work and the employees state they are pleased to be working for someone who knows the business. Donna also illustrates personal power. For example, her extensive zoo experience, Masters and Ph.D. in relevant areas, and an MBA provide expert power. Her referent power is illustrated by the statement made by the chair of the zoo’s board and Executive Vice President of M&T Bank: “The first time we met Donna, we saw a subtleness that was understated, . . . and a way of sort of charming you that we thought would really work well in this area." Finally, Donna illustrates a socialized power orientation because she is mature, exercises power more for the benefit of others than herself, is not egoistic or defensive, and is willing to take advice from others in The Zoo. A socialized power orientation is important to be effective as a leader. In addition, expert, referent, and information power are necessary to be an effective leader. Reward power is also important. Legitimate and coercive powers also are helpful when it is necessary to remind subordinates who is the official supervisor, when representing the organization to others outside of the organization, and/or when needing to discipline a subordinate. However, informal leaders can be effective without these two powers. 5. Explain whether Donna appears to be a transformational leader. Would you like to work with her? Yes, Donna appears to be a transformational leader because she has a strong vision for the organization, she influences her employees to achieve more than was originally expected, or thought possible. In addition, she has generated feelings of trust, admiration, loyalty, and respect from the zoo employees. She also does not accept the status quo but recognizes the 192
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Chapter 12: Leading in a Dynamic Environment need to revitalize the zoo, her employees, community, etc. Thus, she illustrates the four primary dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Students should explain why they’d like or not like to work with Donna. 193
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