He obtained referent power, tis is power based on subordinates identification with the leader. Nlson Mandela had influence because of charisma and reputation. Te referent power made followers wish to be like him and be associated with him. Afew years ago I interacted with a leader who was the CEO of an ICT company in Europe. A the time we met he had been in that position for three years. Oe thing I realized was that he was a dominator as he used the autocratic style of leadership. H the Firm through command and control.
H told others what to do and expected them to do it. Bcause of his low empathy scale he did not care of how the subordinates responded. Wen some members were resistant, h disciplined them, ad these could cause some to leave the firm. I is apparent that most of his followers had an inferiority complex that made the firm work inefficiently. A the CEO he obtained legitimate power by having the position in the organization. Ialso found out that he used coercive to the subordinates by threatening them that they would lose their jobs if they did not perform as to his expectations.
Te use of coercive power made the employees to be productive when he was present in the firm. Tis is because the employees felt not being valued by the management and hence lacked commitment in their given tasks. Te communication level of the CEO and the employees was alarming as there was no upward communication which is essential to give feedback because of the autocratic style of leadership.
lack of upward communication led to the CEO to not realize in good time when a problem arose in the Firm. Te CEO did not follow the five step format in his meetings. Tere was no step 4 about motivation. H started by sizing up, i involves forming a judgment about an issue that is of concern to the firm. I the context of an organization the CEO would make the decisions that he viewed would improve the Firms operations. Te step two which is organizing, te CEO would on how the set policies would be implemented and in which departments.
Sep three then followed where communication of the set policies would be done to the subordinates’ staff. Te last step of adapting would follow and it involved implementation of the set policies by the employees. Tere are cultural differences that I saw in the ICT firm that contributed to its inefficiency. Te CEO was of Q1 of dominator as he...
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