The primary capability that a leader has is the talent to influence. In spite of the leadership style, one poses the capability of influencing employees to pursue the values, mission and visions of the organization. Influence is a skill to impact a situation or a people. In an organizational structure, the capability to influence is to have an impact on a social, organization, group or individual level. In an organization, the overall influence that a leader or a manager poses is generally determined by the power they have. Examining power in a company might appear like a malevolent plan, particularly when a single person has all the powers. It can be unfavorable (Sloof and von Siemens 2021). On the other hand, the capability to boost power in a company may be advantageous for the leaders and the employees. In an organizational environment, power is the capability to persuade people to do whatever that needed to be performed. It plays a major part in the job performance, salary level, and career success of a person.
Without depending on their job position, leaders who wield power efficiently carry out organizational tasks. Sturm and Monzani (2018) argued that in order to mobilize resources, promote creativity, and instill confidence in subordinates, powerful leaders should rely on personal authority rather than job titles or qualifications. Leaders grow more powerful when they help others to become stronger. Individuals would be treated as colleagues rather than subordinates by a leader who empowers others, depending on influence, respect, and relationships (Keohane 2020). Leaders who want to empower others want to share authority, hand it over, and hold those who have it accountable. People are praised and rewarded for their contributions, skills, and ideas. They reward those who have earned it by encouraging involvement, soliciting feedback, and involving people in decision-making. Individuals are rewarded for having the biggest impact on the organization’s goals, not procedures. Influential leaders have the power to persuade their followers to carry out their orders.
The ability of a well-known leader to persuade his or her personnel to accept solutions to challenges that led to corporate objectives will be assessed. Getting one’s point of view accepted provides one a great sense of success. A keen awareness of power, the ability to effectively use power’s sources and bases, the proficiency with which technical skills are applied, the proper use of information, the formation of effective internal alliances, and the ability to exercise authority over others while remaining sensitive to their feelings are all characteristics of political competence (Winn and Turley 2020). Accessibility, networking, listening, and people skills are the most important characteristics in making successful use of power at the top. Leaders that correctly use their authority care for their people instead of manipulating them. Instead of flexing their muscles, they rely on dexterity. They place a premium on honesty over deception, and they place a premium on respect over friendship. The affirmative or socialized face of power emphasizes distress for group aims, assists the group in formulating them, takes the project in offering members of the group with the way to accomplish them, and provides members with the sense of competence, strength, and support that they need to work hard regarding accomplishing them. Leaders who could influence have the ability to affect their audience both rationally and emotionally (Salovaara and Bathurst 2018).
Leaders understand that not just what they say but also how they express it is critical (Cunha et al. 2021). Those who talk in the Standard Dialect with a diversity of timing, volume, and pitch variations, apparent and well-developed ideas, and also well-organized communications and emotional and intellectual appeals, are viewed as more persuasive, competent, and powerful. People with charm, political acumen, verbal talent, and the ability to convey their vision become influential as a result of these personal characteristics. While abusing power immorally may help a leader earn a quick buck, it will make the leader a liability to the company in the long run, leading to the group turning against him or her.
To be effective in human resource management, the relationships of the overall labor force must be handled in a way where every workforce is psychologically acquiescent to workplace inclinations and is always prepared and ready to produce vying, if not better-quality performance. Ability refers to a worker’s whole set of skills, knowledge, and competence, and willingness means that the work itself and the conditions in which it is performed should be both intrinsically and physiologically pleasurable (Lawler 2020).
Employee relations, employee evaluation and remuneration, welfare services, and other HRM operations should not be left to HR experts alone but should be a collaborative, company-wide effort. In other words, leadership at all levels should foster a strong sense of engagement, involvement, inclusion, and ownership among people throughout the organization (Mathis et al. 2016). Due to leadership styles, practices, and orientations across the organization, the majority of the workforce should be able to develop ownership over their labor and harness their shared synergy to accomplish higher performance.
Without wishing to cast aspersions, most of the aforementioned leadership flaws are obvious in the public sector of an economically developing nation such as Nigeria, where daily operational management of workforce-related concerns is scarcely essence-driven. On the other hand, human resource management appears to be predominantly influenced by company goals and strategies in Nigeria’s private sector. As a result, sector leadership appears to be laser-focused on making money for its stakeholders while also attempting to transform its businesses into industry leaders (Olley, 2021).
The capital markets continued development and complexity, combined with Nigeria’s increasingly diverse ownership structure, fuels intra-industry competition for convincing performance profits on that money and for investment funds. Human resource management practices in the sector, as expected, are reasonably enabling for managers and the general workforce (Caldwell and Ndalamba 2017). On the other hand, things may be a lot better. It is the period of outstanding leaders who, through their idea and character power, inspire others. Their followers not only meet but exceed performance targets as a result of their efforts as a leader.
The study of how individuals operate in groups is known as organizational behavior, and its notions are commonly utilized to enhance company competence. The following are the most important characteristics of organizational behavior:
People: People make up the internal social structure of an organization. They are prepared by individuals and large and small groups. Its purpose is to assist people in accomplishing their goals. People who work in organizations are the reason they exist. Organizations do not serve people (Buchanan and Huczynski 2019).
Structure: People’s official ties within organizations are defined by structure. For accomplishing all of the roles of the organization, several personnel is required. There are employees and managers in attendance, as well as accountants and assemblers. These persons should be connected in a certain way for the effort to be efficient. The basic structure is built on the foundation of responsibility and authority.
Technology: Person and collaborative connections are influenced by the kind of technology utilized in enterprises. It enables people to finish more tasks and do them more effectively. Leaders are increasingly under strain to maintain the subtle equilibrium among social and technical systems intact (Wilson 2018).
Environment: There is nothing as a vacuum where an organization can survive. They must be capable of working both inside and out. The environment has an influence on the opinions of people, as well as working circumstances and fosters resource and power competition.
Improving Interpersonal Skills: In the business world, environmental changes, structural changes, and technological advancements are all occurring at rapidly. Executives and employees would be unable to fulfill their aim on time, except they have the necessary ability to acclimatize to change. If an effective performance appraisal system with built-in training facilities is developed, employees will be able to update their talents to fit the needs of the external environment (Stegaroiu et al. 2020). Executives at the lower levels are anticipating having a higher level of technical proficiency. As they advance, their responsibilities will alter considerably, and they will be anticipated to have improved interpersonal and cognitive skills.
Managing Diverse Workforces: Recruiting people who are varied in terms of elderly, homosexuals, physically challenged, community, relationship, race, ethnicity, and gender are just a few examples. The primary objective for recruiting a varied group of workers is to benefit from their abilities and skills, bind their creativity, and build a synergetic effect between the workers. Leaders should change their mindset from treating everybody the same to recognizing and reacting to individual differences in non-discriminatory means that guarantee employee productivity and retention (Jeanes 2019). By providing different viewpoints on events, leaders can earn more advantages, including innovation and creativity, and also strengthen decision-making skills.
Improving Ethical Conduct: As the complexity of company operations rises, employees are more challenged with ethical considerations, needing them to define wrong and right behavior to accomplish their given responsibilities. Leaders should establish an ethics code to guide workers through moral dilemmas (Lanaj, Johnson and Lee 2016). Organizing seminars, workshops, and training programs for employees can help them enhance their anticipated behavior. Keeping lawyers, consultants, and volunteer service organizations on employees to assist the business with ethical challenges can ensure good moral behavior. Leaders should offer an ethically healthy environment for their staff, allowing them to complete their responsibilities quickly while having the least amount of ambiguity about what constitutes good and unethical behavior.
Managing Change: Employees and leaders alike should learn to manage with the unavoidability of change. Leaders need to learn to cope with spontaneity, flexibility, and unpredictability (Li et al. 2018). Organizational behavior knowledge can help you better comprehend the current situation in a rapidly changing work environment, how to overcome change resistance, how to establish a stronger organizational culture that promotes change, and so on.
People Empowerment: The CEO must learn to delegate duties and hold subordinates accountable. Employees must learn to take ownership of their work and make informed decisions, while managers must cede control (Li et al. 2018). When all employees are empowered, the types of leadership styles, organizational structure, job design, and power relationships all change radically.
Conclusion
In this age of globalization, where businesses and organizations contend with the rest of the globe, it is critical for leaders to instill in their employees a common vision that fosters teamwork. Individual contributions will be recognized, resulting in organizational success. In today’s world, human resource management entails managers personally managing their employees’ relationships while also balancing their new duty of integrating people management with their organization’s broader commercial objectives. Effective human resource management looks for ways to authorize employees and aid them in appreciating and achieving a common goal, and good leaders use a variety of leadership styles depending on the situation.
References
Buchanan, DA and Huczynski, A.A., 2019. Organizational behaviour. Pearson UK.
Caldwell, C. and Ndalamba, K.K., 2017. Human Resource Professionals as Strategic Leaders—A Behavioral Opportunity for Improving Information Management. The Journal of Values-Based Leadership, 10(1), p.4.
e Cunha, M.P., Clegg, S.R., Rego, A. and Berti, M., 2021. Paradoxes of Power and Leadership. Routledge.
Jeanes, E., 2019. A dictionary of organizational behaviour. Oxford University Press.
Keohane, N.O., 2020. Women, power & leadership. Daedalus, 149(1), pp.236-250.
Lanaj, K., Johnson, R.E. and Lee, S.M., 2016. Benefits of transformational behaviors for leaders: A daily investigation of leader behaviors and need fulfillment. Journal of Applied Psychology, 101(2), p.237.
Lawler, E., 2020. Effective human resource management. Stanford University Press.
Li, W., Bhutto, T.A., Nasiri, A.R., Shaikh, H.A. and Samo, FA, 2018. Organizational innovation: the role of leadership and organizational culture. International Journal of Public Leadership.
Mathis, R.L., Jackson, J.H., Valentine, S.R. and Meglich, P., 2016. Human resource management. Cengage Learning.
Olley, R., (2021), A focussed literature review of power and influence leadership theories, Asia Pacific Journal of Health Management, Vol 16, (2), pp 7-15.
Salovaara, P. and Bathurst, R., 2018. Power-with leadership practices: An unfinished business. Leadership, 14(2), pp.179-202.
Sloof, R. and von Siemens, F.A., 2021. Effective leadership and the allocation and exercise of power in organizations. The Leadership Quarterly, 32(4), p.101277.
Stegaroiu, I., Radu, V., Simsek, H. and Tabirca, A.I., 2020. Impact of leadership team values and performance on organizational behavior. LUMEN Proceedings, 10, pp.241-251.
Sturm, R.E. and Monzani, L., 2018. Power and leadership.
Wilson, F.M., 2018. Organizational behaviour and work: a critical introduction. Oxford university press.
Winn, B.; and Turley, KJ.; (2020) Women in Leadership and the Stewardship of Power, People and Strategy Vol. 43, (1) Human Resource Planning Society.
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