Authority and power in leadership and its effects on people in organisations

Authority and power in leadership

Many people often confuse power with authority. In any case, authority and power are intricately interrelated and are indeed a source of confusion among people who do not understand the concepts fully. Power denotes something different. 

Authority has been defined as the moral or legal right given to a person to give orders, make decisions and enforce obedience, by virtue of the position held in the organisation. The definition of authority differs from that of power in that it identifies legitimacy, justification, and the right to exercise power.

Authority is always official in nature and so it is legitimate. When a person joins an organisation, he enters what is termed as a psychological contract, subjecting himself to the authority system of the organisation. Authority systems differ from one organisation to another. The legitimacy of authority finds its source from culture, values and political systems, and hence it varies from society to society and from time to time. Certain organisations are rich and powerful and have unilateral use of authority. A tradition that does not tolerate any dissent.

Authority flows downwards in the organisation. Only the top executives are directly and fully involved in creative and problem solving aspects of the organisation. Subordinates merely carry what they have been directed to do. Leaders give orders and delegates to subordinates.

Authority depends on the level of position a person holds in the organisation's hierarchy. In centralised organisations, authority is concentrated in a limited number of peak point according to the organisation chart.

Then what is power? Power has been defined as the ability of a person to change or prevent change in a social environment at his discretion. Power need not be official in nature and it can flow in any direction. Even subordinates can have power to influence the behaviour of a leader. Power can be exerted in three ways:

1. Through coercive methods. These methods includes the use of power that is dependent on fear, suppression of free will, use of punishment and threats for its existence. However, influence attempts based on coercive and utilitarian power are resented by people who are educated and well informed.
2. By employing reward-sanction systems. Obedience can be obtained by force or through rewards. Rewards can include promotions, positive appraisals, salary increments etc.
3. By persuasively appealing to prestige, esteem etc. A charismatic person influences others via admiration, respect and trust others have for him.

Organizational Power & Authority

1. Legitimate Power: Power derived from a formal position or title.
2. Referent Power: Power derived from being liked, admired, or respected.
3. Expert Power: Power derived from specialized knowledge or skill.
4. Coercive Power: Power derived from the ability to punish or impose sanctions.
5. Reward Power: Power derived from the ability to provide rewards.
6. Span of Control: The number of subordinates a leader directly manages.
7. Delegated Authority: Power granted to an individual to make decisions within specified limits.

Leadership do go along with conveniences such as comfort, privileges, rewards and prerogatives. These conveniences sometimes come with money, and money lead to power. Power leads to pride. Negative pride nourishes the desire for supremacy. No leader has failed for lack of competence or education. They fail because of false pride and lack of genuine respect for subordinates.

As a leader, you need to ask yourself: are you driven to share your gift of understanding in the quest of achieving a goal, or are you motivated by prerequisites of authority and power over others? Abuse of authority and power is not just reserved for politicians and brutal despots. Authority and power can be abused by leaders of all grades such as parents, spouses etc. USA President George W. Bush said, "I have come to realise that power can be corrosive if you have had it for too long. It can dim your vision." A good leader is normally motivated by a goal.

Abraham Lincoln said, "If you want to test a man's  character, give him power." They say authority and power corrupts, but more often than not it is a corrupted person who is attracted to positions of authority and power. They abuse authority and power for their own selfish gains.

Human beings are the best resource any organisation can have and it is the duty of the leader to nurture it. Leaders may appear to be upright and observe the prescribed standards and yet neglect justice. The story of the goose that laid golden eggs illustrates the importance of dealing with subordinates with respect. Values of integrity, justice, fairness, patience, temperance, courage, concern and respect are some of the laws of human nature which a leader needs to observe if he is to succeed.

Authority is an essential instrument of any organisation and it is used to influence behaviour so that all activities are carried out in a prescribed manner and at the most economic cost. How authority is perceived and how it is used will determine not only the organisation efficiency, but human aspects like morale, motivation, personal growth and development.

If the effectiveness of the organisation is not constantly kept in mind, subordinates may not be sufficiently disciplined to do their work. Leaders should exercise authority in a productive manner and also instruct their subordinates in the correct use of authority.

Types of leadership

Different leaders posses varying personalities and characters and this causes variation in the type of leadership exercised and how they use authority:

Autocratic leader

According to psychologists, it is the inner insecurity that drive such leaders to be authoritarians. The leader uses authority and power to:

1. Suppress subordinates' capacity to think for themselves. No subordinate participation in problem solving and expects them to inform him of any problems.
2. Diminish life of subordinates by transforming them into obedient automatons.
3. Control, threaten and punish anyone who opposes  him and demands blind obedience from subordinates. He wants orders and instructions to be followed without question.
4. Foster subordinates' dependency on himself and ensures that the group does not function in his absence.
5. Silence dissenting opinion and free expression of views.
6. Be extremely efficient.
7. Display strong leadership qualities.
8. Preplan thoroughly.

Behavioural scientists say that the authoritative way of doing things is not conducive to human growth and development; and it can condition subordinates to look at people and things in a distorted way.

Participative leader

The participative leader is democratic and:

1. Accepts leadership as a group function.
2. Delegates authority to subordinates and work gets done in his absence.
3. The leader understands that obedience is not the result of fear, but of respect. When subordinates feel respected, they will be only too willing to take orders from the leader. This creates room for development of future leaders, and enhances creativity.
4. Discusses problems and limitations with subordinates.
5. Allows subordinates to feel part of the problem and look for solutions.
6. Expects subordinates to work out means and goals.
7. Provides guidance when needed.
8. The participative leader is not too strict or too liberal.
9. The leader can be both autocratic and democratic.
10. The leader allows the group to develop and develop future leaders.
11. The leader allows room for initiative and resourcefulness.

Persuasive leader

1. The leader delegates some authority and retains the rest.
2. The leader provides guidance when needed, and does not abdicate.
3. The leader avoids using his power to coerce.
4. Leadership and orientation depends on group and situation.

Laissez faire leader

1. The leader let's subordinates go their way.
2. The leader does not prepare thoroughly.
3. The leader is often late.
4. The leader fails to carry out assignments.
5. The leader thinks he is democratic.
6. The leader takes permissiveness tor extremes.
7. The laissez faire leader produces less results.
8. No group dynamics.

Leadership styles

There are basically three styles namely: Directing, Participating and Delegating.

Directing leadership style

1. The leader tells the subordinates what must be done.
2. The leader tells the subordinates how the task must be done.
3. The leader tells the subordinates where it must be done.
4. The leader tells the subordinates when it must be done.
5. The leader closely supervises the task to ensure direction is followed.

Elements of directing

1. Supervision: the act of guiding and directing effort of employees and other resources to accomplish stated output.
2. Motivation: a term which implies that one person induces another, to engage in engage in action by ensuring that a channel to satisfy the motive becomes available to the individual.
3. Leadership: the process of influencing the behaviour of others to work willingly and enthusiastically for achieving predetermined goal.
4. Communication.

Principles of directing

1. Maximum individual contribution.
2. Harmony of objectives.
3. Unity of command.
4. Appropriateness of directing technique.
5. Managerial communication
6. Use of informal organization.
7. Leadership.
8. Follow up.

Participating leadership style

1. The leader allows the subordinates to be involved.
2. The leader ensures the subordinates have the competence.
3. The leader ensures the subordinates know his goals.
4. The leader asks for information and advice from subordinates.

Delegating leadership style

1. The leader delegates problem solving to subordinates.
2. The leader delegates to mature subordinates to supervise his goals.
3. The leader ensures the subordinates are competent and motivated to perform the task.