Situational Leadership, perception, and the Impact of Power

The management thought got its evolution from leadership and power which have generated lively
interest, debate, and occasional confusion.
Leadership can be defined as the process of influencing the activities of an individual or a group in
efforts towards goal accomplishment.
Power can be defined as the leader’s influence potential: the resource that enables a leader to induce
compliance or influence followers.
Bases of power
There are seven types of important power bases which are defined below:
1. Coercive power: This is based on fear.
2. Connection power: This is based on connections with influential or important people.
3. Expert power: This is based on possession of expertise, skill, and knowledge.
4. Information power: This is based on possession of or access to information that is valuable to
others.
5. Legitimate power: It is based on the position held, the higher the position, the higher the
legitimate power.
6. Referent power: This is based on personal traits. A leader high in referent power is liked and
admired and others wish to be identified with him.
7. Reward power: This is based on ability to provide rewards.
Situational Leadership
It can provide the basis for understanding and the potential impact of each power base. The impact of
power bases at various level of maturity are shown below.
Expert High Maturity
Information
Referent
Legitimate
Reward
Connection
Coercive Low Maturity

There are four styles in the perspective curve which is a combination of task behaviour and relationship
behaviour.
1. Telling is for low maturity. People who are unable and unwilling to take responsibility need
clear, specific directions and supervision.
2. Selling is for low to moderate maturity. People who are willing but unable to take responsibility
need directive behaviour because of their lack of ability and supportive behaviour to reinforce
their willingness and enthusiasm.
3. Participating is for moderate to high maturity. The follower has the ability but lacks self-
confidence or enthusiasm, so the leader needs to maintain two way communication to support
follower’s ability.
 4. Delegating is for high maturity. The people have both ability and motivation and little direction
or support is needed.
The situational use of power

Power Use
Coercive power To engage effectively in the telling style
Connection power Telling and selling leadership become more effective
Expert power Most readily to a delegating leadership style
Information power Helpful with participating and delegating styles
Legitimate power Selling and participating style increases
Referent power Participating style may be effectively utilized
Reward power Selling style is enhanced

As manager consider the relationships among leadership styles, available power bases, and levels of
maturity, developing organization will gradually move away from power bases that emphasize
compliance and toward increased utilization of power bases that gain influence with people. This
evolution may result in a more mature, content and productive organization.