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Module 5
Discover how a manager's power style can help organizational performance.
- Explore how you feel about power, and your use of personal power as a manager and leader.
- Learn how these issues thrust deep into your organization - into your employees' commitment into their work mission.
This module is designed to address a core issue in determining both
managerial and organizational competence. The issue is "Power" and how
individual managers feel about it and use personal power in performing
their managerial duties.
Power and authority are a part of our
working lives no matter what type of organizations we are in. We all
exercise power, even though organizational leaders are most often seen
as having and controlling power.
Nothing has a greater impact on
managers themselves, their direct reports, and their organization, than
how they manage and share their power. Research confirms that a
manager's power style differentiates the truly productive manager from
their less productive colleagues.
This module helps to:
- Discover the effects of power dynamics
- Identify why individuals want power
- Understand the benefits of power sharing
Specific objectives for Module 5:
- To demonstrate and experience three different power styles through the use of interactive video-based exercises;
- To
introduce research-based models for analyzing power dynamics (style
issues as developed by Robert Blake & Jane Mouton and motivational
issues as reported by David McClelland & David Burnham);
- To
provide feedback on one's personal need for power (power motivation)
coupled with feedback from direct reports concerning their perception
of why the manager seeks power and how he or she uses the power
available (manager's power style).
- To allow participants to consider specific areas where they need to give more decision making power to others;
- To
introduce a tool that can be used by participants with employees to
ensure the proper structure for empowerment can be formulated. The tool
enables the manager and employee to set clearly defined roles and
mutual expectations during the "hand-off" process;
- To help
participants set S.M.A.R.T. goals related to improving empowerment
practices and form specific action plans related to these goals -
turning learning into action.
- To coach participants on how they can
conduct a meeting with those who gave them feedback. Participants are
encouraged to get together with those co-workers who have rated them in
order to share the concepts learned in the module, opening up effective
discussion and creating a forum for action planning with their team
concerning the subject matter of this module.
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