The discussion below is interesting, shows the practician approach. However, it misses the theoretical background. In the holistic leadership of K.C.Best we distinguish five base powers (French and Raven): • Reward power (leader can mediate the rewards) • Coercive power ( leader can mediate punishments) • Legitimate power (legitimacy to prescribe the behavior) • Referent power (social impact on team member) • Expert power (perception of leaders expertness) Project manager, in most cases designated, enjoys a priori an authority of legitimacy (Cragan et. al.). Team will expect his rewarding or coercive power in the course of project life. A profound analysis of followers allows to differentiate and to prepare both instruments individualized for optimal impact (that corresponds to the antythesis of Marisa, that you can lead without these three powers). Project managers assigned by superiors are supposed to have a proven track of records and sufficient knowledge to demonstrate also expert power in the project area. The emerging leaders gain their expertise perception by relative knowledge assessment by the followers (Cragan et. al.). Frequently these are ordinary people, which placed in extraordinary situations enable their personal potential, convincing others to follow (Munroe). Key to success is the referent power, preferred perception of leader by project team members (Cragan et. al.). This is the part discussed by other participants hereafter.
Posted on: Wed, 07 Aug 2013 19:59:38 +0000
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