Recently, I've facilitated a number of sessions in which preparing for the workplace of the future has been discussed. As part of the generational discussions, the observation is usually made that for Gen X and Gen Y, "authority doesn't mean much." The speaker is actually alluding to a cultural shift pertaining to the bases of power.
It's important to note that "power," as understood, studied, and researched, refers to a neutral ability to influence. It does NOT connote the more negative uses or abuses of the term as colloquially used.
Research has generally recognized two bases of power, representing two ends of a continuum. At the one end is position power, which, as the name states, resides in the title, NOT in the person. Here, a person's ability to influence (and,by extension, respect for that ability) flow from his or her title or position, whether it be boss, police officer, or parent.
At the other end of the continuum is personal power. Personal power, unlike position power, cannot be demanded or expected--it must be freely offered by the follower. It is based upon the potential follower's assessment of the individual and decision that something--knowledge, skills, expertise, values, similar worldview, etc.--about the individual makes him or her worth being listened to.
The point of all this? Western culture has been moving inexorably for some time from a general reliance on position power toward a general reliance on personal power. This is the power source facilitators, with no real authority in the room, inherently rely upon. If you, as executive, manager, boss, or team leader, are more used to relying on position power, this is a great time to think about expanding both your skill set and your approach to reflect a more facilitative style.
It's important to note that "power," as understood, studied, and researched, refers to a neutral ability to influence. It does NOT connote the more negative uses or abuses of the term as colloquially used.
Research has generally recognized two bases of power, representing two ends of a continuum. At the one end is position power, which, as the name states, resides in the title, NOT in the person. Here, a person's ability to influence (and,by extension, respect for that ability) flow from his or her title or position, whether it be boss, police officer, or parent.
At the other end of the continuum is personal power. Personal power, unlike position power, cannot be demanded or expected--it must be freely offered by the follower. It is based upon the potential follower's assessment of the individual and decision that something--knowledge, skills, expertise, values, similar worldview, etc.--about the individual makes him or her worth being listened to.
The point of all this? Western culture has been moving inexorably for some time from a general reliance on position power toward a general reliance on personal power. This is the power source facilitators, with no real authority in the room, inherently rely upon. If you, as executive, manager, boss, or team leader, are more used to relying on position power, this is a great time to think about expanding both your skill set and your approach to reflect a more facilitative style.
Nada en contra del artículo, pero no estoy de acuerdo con un par de puntos a algunos extenct. Soy probablemente una minoría, sin embargo, lol. Gracias por compartir.
Posted by: winstrol | 10/16/2011 at 07:39 AM