Here are some questions to ponder as you begin your third week of this course:
If you are an authority figure, do you have power?
If you have power, do you also have authority?
And is it possible to find yourself in a scenario wherein you have no authority and yet still have power?
Power, in some form, is inherent in human connection. Authority, however, is related to role and position. As you venture into this week’s learning activities, consider examples from your own life that may answer the questions above. Recall personal and professional examples, noting if there has been a difference in your experiences.
While power and authority are different constructs, there is also similarity between the two: They are similar in that they both bring energy to human endeavours.
This week, you will identify both hard and soft power structures and have the opportunity to engage in friendly debate to defend your position on power. You will also apply power structures to the organisation you chose in Week 1.
Engage in scholarly debate to defend your position on power
Express personal views on uses of power
Identify and assess power structures
Discussion: Nye vs. Helgesen
One aspect of successfully communicating your thoughts within diverse groups is the ability to engage in “friendly” debate. How does this kind of conversation differ from the kind of sparring you may experience on athletic fields or, for some people, at a large holiday gathering? The focus is kept to scholarly inquiry, and personal opinions are de-emphasised.
Of course, you can always find a method to express your opinion—just make sure you can find another researcher who has articulated the position you are taking, then argue your point based on research and evidence. Ultimately, the goal is to maintain a respectful forum where diverse ideas can be heard and considered.
Helgesen, S. (2008). New sources of power. Leadership Excellence Essentials, 25(5), 6.
Nye, J. S., Jr. (2008). Soft power. Leadership Excellence Essentials, 25(4), 10.
Then, choose the side that best represents your views on the use of power. Finally, carefully review the Weekly Resources and conduct your own research in the Walden Library (or other reliable resources) so you can illustrate and substantiate your position on appropriate usage of organisational power by citing academic or credible resources.
Post a cohesive response to the following:
Based on the commentaries of Ny and Helgesen, explain which position was more aligned to your own view on the use of power.
Substantiate your position on the use of power with evidence and theories based on the research you conducted.
How does your view on the use of power affect leadership practices within an organisational culture?
Be sure to support your ideas by connecting them to the week’s Learning Resources, as well as other credible resources you have read; or what you have observed and experienced.
General Guidance: Your original post, due by Day 3, will typically be 3 or 4 paragraphs in length, as a general expectation/estimate. Refer to the Week 3 Discussion 1 Rubric for grading elements and criteria. Your instructor will use the rubric to assess your work.
Respond to at least two of your colleagues’ postings that contain a perspective other than yours, in one or more of the following ways:
Share an insight about what you learned from having read your colleagues’ postings and the extent to which your position was swayed based on the position argued by your colleague.
Seek additional clarity or ask your colleague a question, with accompanying context that will help your colleague to think more critically or broadly about his or her position.
Offer an example, from your experience or observation, which validates or differs from what your colleague discussed.
Offer specific suggestions that will help your colleague build upon his or her leadership skills based on use of power within an organisational culture.
Compare your position to that of your colleague’s t about use of power with respect to how each could impact a leader’s effectiveness within an organisational culture.
Share how something your colleague discussed changed the way you consider your own leadership qualities as they relate to use of power.