Appropriate Use of Power in the Workplace - MyAssignmenthelp

Questions 1.Do you find any example in the given case study, which has shown a proper use of power at the workplace? 2. Was the leadership style of the chairperson complex at the start of his power in the organization? If so, then support your answers with some relevant texts from the given case study. Do you think that the leadership styles of the chairperson are widely acceptable? Answers: 1. The given case study has elaborately shown a proper use of the power at some places such as the transformation of the chairperson from a complex leader to transforming and supportive kinds of leadership. The chairperson, which once being caught for a political scandal, he then realized and transformed him into a more realistic and adorable kinds of leader. The changed leadership style of the chairperson started reflecting on the team as well as on his parent country. The organization then transformed into a highly developed organization, which is not only benefitting its different stakeholders but also benefitting the country that it represents. The success of the organizations has shown its tremendous effects on the country. The GDP growth of the country per capita is highly attributable to the sheer works of my chairperson who personally involved him into several projects. Nevertheless, the critics of my chairperson have also acknowledged the social development in the country, w hich my chairperson had brought in. The critics have praised the works of my chairperson, which has transformed not only the organization he is into but the country as well. The educational level of the country has risen to a next level. There are now numerous educational campaigns and my chairperson largely support those campaigns. This is because of the fact that the critics have also praised my chairperson works (Northouse 2012). 2. The leadership style of my chairperson was complex at the start of his power. This is very much evident in the instance that at the start of his position, the chairperson was being caught involved in some kinds of political scandal. The political scandal thus eventually attracted a huge penalty up against my chairperson. The political trauma did eventually transform the chairperson from a complex leader to a supportive and transformative leader. The leadership styles of the chairperson are acceptable in most of the countries; however, in some of the Asia-Pacific countries, the mentioned leadership styles are not acceptable. The Chinese leaders are transactional in nature majorly. They just know how to work. They do not have any feeling for the employees other requirements. However, the leadership styles mentioned in the case study is widely available but not acceptable (Northouse 2012). This is because that the leadership style should have high ethics in his or her behaviour. However, the case study gives some of the instances of complex leadership behaviour such as at the time of political scandal. Nevertheless, the leadership style was also criticised for supporting the Muslim community. According to the ethical values of leadership, a leader should get admiration from all the classes and from all around the world. The leadership style should have unbiased behaviours with its followers. Leaders are known for great and insp irational works. They should inspire the way of living to their followers. References Alvesson, M., 2012.Understanding organizational culture. Sage. De Board, R., 2014.The psychoanalysis of organizations: A psychoanalytic approach to behaviour in groups and organizations. Routledge. Ejere, E.I. and Abasilim, U.D., 2013. Impact of transactional and transformational leadership styles on organisational performance: empirical evidence from Nigeria.The Journal of Commerce,5(1), pp.30-41. Harper, S., 2012. The leader coach: A model of multi-style leadership.Journal of Practical Consulting,4(1), pp.22-31. Hassard, J. and Pym, D. eds., 2012.The theory and philosophy of organizations: critical issues and new perspectives. Routledge. Lee, R. and Lawrence, P., 2013.Organizational Behaviour (RLE: Organizations): Politics at Work(Vol. 18). Routledge. Northouse, P.G., 2012.Leadership: Theory and practice. Sage. Pettigrew, A.M., 2014.The politics of organizational decision-making. Routledge. Polston-Murdoch, L., 2013. An Investigation of path-goal theory, relationship of leadership style, supervisor-related commitment, and gender.Emerging Leadership Journeys,6(1), pp.13-44. Shafie, B., Baghersalimi, S. and Barghi, V., 2013. The relationship between leadership style and employee performance.Singaporean journal of business economics and management studies,2, pp.21-29. Snaebjornsson, I.M. and Edvardsson, I.R., 2012. Gender, nationality and leadership style: A literature review.International Journal of Business and Management,8(1), p.89. Wilson, F.M., 2013.Organizational behaviour and work: a critical introduction. Oxford University Press.