Leadership, Power and Politics

Paper Summary:

In this article, the writer notes that the core competencies required of organizational leaders are continually transforming to respond to increased internal turmoil and decreased predictability and stability of the global market. This paper discusses internal factors, namely task, process, and relationship conflict, that impact organizational performance. It then explores capacity, volatility, and complexity, the three key dimensions of an organization's external environment that impact organizational stability. Lastly, the writer discusses transformational leaders, their capabilities to transcend agencies by building political alliances, establishing necessary power, identifying and reading environmental risks, and creating receptivity amongst staff to engage organizational change.

Outline:
Abstract
Internal Elements
External Elements
Power and Politics at Play
Transformational Leadership
Conclusion

From the Paper:

"An example of the interplay between conflict styles and industry stress is illustrated in the case of Global Village. Global Village is a software development company that decided to broaden its industry from the United Kingdom, to the United States. All three conflict types were experienced during the integration process. The US team perceived they were given inferior tasks compared to the UK team. They complained and nothing was resolved by the leaders. They further exposed problems related to how the tasks were completed arguing that inadequate tools would no longer suffice. As complaints were continually ignored, interpersonal conflicts in the workplace, and between teams, escalated and were ignored by leaders resulting in poor performance and productivity in both settings."

Sample of Sources Used:

• Beugre, C. D., Acar, W., & Braun, W. (2006). Transformational leadership in organizations: An environment-induced model. International Journal of Manpower, 27(1), p.52.
• De Reuver, R. (2006). The influence of organizational power on conflict dynamics. Personnel Review, 35(5), p. 589.
• Emery, C. R., & Barker, K. J. (2007). The effect of transactional and transformational Leadership styles on the organizational commitment and job satisfaction of customer Personnel. Journal of Organizational Culture, Communication, and Conflict, 11(1), 77-91.
• Jacobides, M. G., & Billinger, S. (2006). Designing the boundaries of the firm: From "make, buy, or ally" to the dynamic benefits of vertical architecture. Organization Science, 17(2), 249-264.
• Lackshmanan, P. (1993). The etiology of organizational politics: Implications for the Intrapreneur. S. A. M. Advanced Management Journal, 58(3), 35-42.

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