Power and leadership


There are many forces that drive the people to work successfully in organisations. The assorted forces that affect an person in an organisation are Learning, Perception, Motivation, Teams and Groups, Theory and Structure, Power, Leadership and the concern Culture. There are two major factors or forces that control or drive the efficiency of the people to work successfully in different organisations. The two forces that drive the people for their success and therefore the organisation ‘s success are Power and Leadership. The chief ground for sing both power and leading are that they are reciprocally cohesive. Both the power and leading are interrelated in any organisation and travel manus in manus together. A leader has his capacity to take a squad or an organisation and to make so he needs the power that could assist him to retain the focal point of the people working in an organisation. Power is something which is non considered as the authorization but is defined something that is related to legitimacy. Both the leading and power would assist the squads in any organisation to portion the accomplishments and duties, development of synergism and answerability, and the common flow of understanding among the subsidiaries that is required. This paper would clearly discourse on the power and leading accomplishments and why both these are necessary for driving the people to work successfully in the organisations.


Typically power is defined against the authorization around the axis of legitimacy by bulk of the organisational theoreticians. Hence power is by and large regarded and considered by the organisations as homogeneous and consistent entities in which these capacities occur. Power over the old ages has evolved as a well developed and good structured in any organisation. Pfeffer ( 1981 ) defines power as something which evolves in any organisations due to the division of labour which occurs harmonizing to the undertaking specialisation and implemented. Power nevertheless in organisations is classified into legitimate power and bastard power harmonizing to Clegg ( 1989 ) . But on the other manus legitimate power trades with the known duties and the power that is entitled to a director while the illicit power corresponds to the construction of dominancy in any organisation. Clegg, ( 1989 ) has besides clearly stated that the power in the organisations is non merely the places of the governments to whom it has been provided. Rather power besides will include assorted factors such as the patterns that are being handled by the individual responsible, and the discretion of the individual holding the power. Power should non be considered as a legitimate force that keeps and controls the resources in an organisation. Besides power is non something that pertains to merely one specific individual or an bureau. Alternatively, power is something that constitutes the forces of an organisation, the forces of the assorted resources in an organisation put together. ( Clegg, 1989 )

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Power and Peoples in an Organization:

There are assorted beginnings of power that an single gets from in an organisation. The assorted beginnings are place, personal features, expertness and chance to command information. There are besides assorted bases from which the power evolves and those bases are coercion, wages, persuasion and cognition. There is ever dependence that is created to persons in assorted organisations. The dependence created could ever be satisfied from the beginning of power. The dependence is created through importance, scarceness and non replaceability. The use of power among the people is largely because of logical thinking, assertiveness, friendliness, bargaining, alliance and authorization. Alliance is one another factor where two or more people who combine their power to force for or back up their demands. Power is merely influencing people and act uponing people to make assorted things that they wo n’t make. The power could be classified into assorted sorts which can be classified as coercive power, wages power, persuasive power, cognition power, place power, personal power, adept power and chance power. The assorted factors act uponing people in an organisation could be classified into single factors and organisational factors. The single factors includes assorted factors such as high self-monitors, internal venue of control, high lucifer, organisational investing, perceived occupation options and outlooks of success. The organisational factors include the factors such as resettlement of resources, low trust, function ambiguity, wages patterns, democratic determination devising, and high public presentation force per unit areas. Both these wide categorization of factors have a high impact over the people in an organisation and assist them to execute successfully in an organisation. ( Robbins, 2004 )


Harmonizing to Harry Truman Leadership could be defined as something that could acquire person to make what they do n’t desire to make or what they do n’t wish to make and doing them to wish what they do n’t wish. Leadership is something that has a vision and a leader is person who keeps the vision both his personal vision every bit far as the squad is concerned and an organisation ‘s vision every bit good. ( Kets de Vries, 1994 ) . A good and effectual leading really strongly depends on a really complex form of interaction among the leader and his subordinates which includes the followings and the squad members in an organisation. An effectual leading besides considers the state of affairs in which a job happens and has to carry through two of import functions harmonizing to Kets de Vries ( 1994 ) . The two functions as defined by de Vries are magnetic function and the instrumental function. A leader is a visionary who really impresses his subordinates and recharges their attitudes. The leader ‘s magnetic function would embrace the ways in which he creates a vision, empowers his subordinates and energizes them to actuate their followings. The instrumental function encompasses the designing of the organisation, the control of the people and a rewarding behaviour of the people who are involved in the organisation. ( Kets de Vries, 1994 )

Leadership and People in an Organization:

The leading is the ability of act uponing people and others towards the accomplishment of the ends that contributes to a worthwhile procedure. There are assorted traits of a leader such as honestness, self- assurance, aspiration, high energy degrees, undertaking relevancy and cognition, the desire to take, and supportive nature of the people. The leading has 3 dimensions to it. They are the people, the undertaking and the development. An effectual leader will ever work for the public assistance and the support of the people and their development thereby finishing the undertaking. An effectual group could be formed merely with the manner of the leader and his interacting with the subsidiaries which could give the leader the control and the ability to act upon the people. A true leader is non transactional, but instead he is transformational. A transformational leader has the ability to transform his or her subsidiaries in an organisation. Leadership creates the personal growing of the people involved in a undertaking, the feedback and coaching that is involved, the accomplishment edifice and the development activities that helps every person to transform in an organisation. ( Robbins, 2004 )

Leadership in Tesco:

See Sir Terry Leahy, who joined as a selling executive of Tesco in 1979 who subsequently went on to go the CEO of the company. Harmonizing to Sir Terry lead has assorted dictionary significances such as control, direct etc. But the existent definition of lead harmonizing to him is “ to do, to move, believe, experience or act in a certain manner. The leading in Tesco is non cardinal. It is non in fact possible for the CEO to sit in a cardinal office in the central offices and micro manage 0.35 million people across 13 states. And that is why Tesco has non settled with one leader. Tesco has managed to do many leaders, say 1000s of them to pull off and command and to take the people across assorted geographicss. Tesco besides spends a great trade of clip, money and energy to make such leaders and developing them. This is possible merely merely by aiming one in 10 people and developing them and advancing them. Apart from the internal development the organisation is besides making leaders locally thereby assisting them to take the leading near to their clients. The organisation besides provides way for these leaders to boom by actuating them to run in a clear and consistent model. These leaders are capable of steering the intent and the values of the organisation. The following successful component for the leading of the Tesco organisations is by maintaining things simple. The leaders here are motivated to make what is expected of them thereby non making excessively complex state of affairss which lead to asphyxiation. So no direction slang is expected of the people and merely the ideas, simple looks are communicated across the squads and the subsidiaries and even to the clients. The following thing that the organisation focuses is on making the leaders among the clients. This could take to taking the organisation by the clients where the company could non make otherwise. Making satisfied and loyal clients is what is being focused more in Tesco and this creates a great leading. ( Sir Terry Leahy, 2005 )


  • Judie Hill, 2005. The Path to Leadership- Developing a sustainable theoretical account with organisations. Caspian Publishers
  • Stephen Robbins, 2004, Organizational Behavior, Prentice Hall
  • Anon. , Tesco ‘s Steering Wheel Strategy, Retrieved Jan 3 2010 from hypertext transfer protocol: //www.icmrindia.org/casestudies/catalogue/Business % 20Strategy/Tesco % 27s % 20 % 27Steering % 20Wheel % 27 % 20Strategy % 20Business % 20Strategy.htm
  • Liptrot Hannah, 2003, Tesco: Supermarket world power, Retrieved Jan 3 2010 from hypertext transfer protocol: //news.bbc.co.uk/2/hi/business/4605115.stm
  • Bruce Temkin, 2008. Tesco Showcases Strategy + Culture, Retrieved Jan 3 2010 from hypertext transfer protocol: //experiencematters.wordpress.com/2008/09/11/tesco-showcases-strategy-culture/
  • Robert Heller, 2005, Leadership Development: A new sort of concern leader is needed for a new age of concern, Retrieved Jan 3 2010 from hypertext transfer protocol: //www.thinkingmanagers.com/management/leadership-development.php
  • hypertext transfer protocol: //www.questia.com/PM.qst? a=o & A ; docId=24202592
  • hypertext transfer protocol: //docs.google.com/viewer? a=v & A ; q=cache: vz8jkinDSrYJ: www1.agric.gov.ab.ca/ $ department/deptdocs.nsf/all/agp11922/ $ FILE/ValueChainarticle.pdf+power+and+leadership, +tesco & A ; hl=en & A ; gl=in & A ; pid=bl & A ; srcid=ADGEESjvoXH-poLzadcP6dTiJX9swUS4wNGoQRo_lgaX7vo2D0gyGFVYU-ysEajHv6fmMznrxf3nphqP4iVyHbf4ct-FbgY6D7IO0OJbpWgyxFgca3abByIxFIUNboamjmrOSaaPLofS & amp ; sig=AHIEtbStyOi3iLNLxQl60FIxcG9-JR9Ayw ( tesco illustration )
  • hypertext transfer protocol: //www.tlainc.com/article3.htm ( of import )
  • hypertext transfer protocol: //books.google.co.in/books? hl=en & A ; lr= & A ; id=WbvxXPPs1HMC & A ; oi=fnd & A ; pg=PA147 & A ; dq=leadership+power+tesco & A ; ots=L9XsCjsBUy & A ; sig=0SlZdiaXchbmf3eRtfQXuDSA2tA # v=onepage & A ; q=tesco & A ; f=false
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