Provide an analysis, examples and evaluation of power use as described below.
Define and describe the concept of “hard power” and the three types of this kind of power. Identify a work situation for each of these three types of power in which the use of “hard power” (coercive, reward, legitimate) might be appropriate. For each situation:
Identify and define the type of hard power used.
Provide a rationale for why the use of hard power is appropriate.
Define and describe the concept of “soft power” and the two types of this kind of power. Identify a work situation for each of these two types of power in which “soft power” (expert, referent) might be appropriate. For each situation:
Identify and define the type of soft power used.
Provide rationale for why the use of soft power is appropriate.
Please read Chapter 11 in the textbook.
In Chapter 11, Daft refers to Employee Affinity Groups and Minority Sponsorship as programs companies have used to encourage a culture of personal diversity. View the TedTalk of Mellody Hobson, Color Blind or Color Brave.
Ms. Hobson speaks about the importance of being “color brave” and that meaningful and intentional dialog is critical to stop discrimination in the workplace. She highlights work done by ESPN president John Skipper that personifies being “color brave” to ensure diversity hiring and workplace practices at ESPN. (https://www.ted.com/talks/mellody_hobson_color_bli…)
As a new leader, you have been tasked with creating a new diversity program. The program should embrace a culture of inclusiveness, provide a platform for “color brave” and allow individuals an opportunity to network with all levels within the organization.
3. Provide an overview of a program that you would develop at your organization.
4. What obstacles do you think you would face and who would you need to involve to obtain the appropriate support?
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