How Power, Status, and Influence Operate as Organizational Dynamics

For corporate managers, power is a key asset. In the view of everyone else, an individual with power inspires significance, regard, and impact. Having power implies that people can readily inspire other people and accomplish their work more efficiently. Power dynamics influence how management and employees collaborate to make choices and manage (Bakker and Albrecht). As a result, it is critical to comprehend how certain people get to hold power while others do not. Acquisition of power changes people emotionally, alters their behavior, and has a long-term impact on one’s standing and impact among colleagues. Power throws a significant toll on the mental condition of players, whether dominant or helpless. Power’s transformative impacts may result in beneficial and bad outcomes, such as innovative thinking or cohesiveness against egotistical, dishonest, and hazardous behavior.

            I am always sure and convinced of the personnel I manage and lead in our business. Individuals with personal authority are those to whom others look for guidance, data, and even leadership. It should be highlighted that the entire company worked as a cohesive one under the managers’ direction who stepped in. As a leader, unlike in a tight corporation, I do not appear to elevate myself above the other staff. The management addresses my colleagues with dignity and is always concerned about confidentially in case of any issue.

            It’s a clear example of leadership effectiveness, which enables one as a manager to persuade her colleagues to embrace their dominance, transforming a potentially unfavorable scenario into a good one. Efficacy can be described as a person’s (or firm’s) capacity to impact other individuals and groups. I have opted to develop my leadership talents by imposing the pressure of engaging with the other divisions, which would soon realize the need to give great service. The significance of interpersonal skills in personal and professional relationships is evident while using power as expected. Recognizing variety and how our own and others’ variety may affect our interpersonal interactions (Kiessling et al.). Teamwork is a cornerstone of the industry, and cooperating with others is necessary for most occupations and vocations. Our own and others’ communication patterns can influence how we interact with everyone and how they interact with us.

Conflict resolution in the business. The capacity to manage our relationships with others is ensured by our capacity to handle disputes constructively. People admire conscientious people, so making ethical judgments can help us build excellent connections with one another. Interpreting human drive may provide us with insight into how people “tick,” helping us effectively manage our interactions. Understanding what it implies to have personal achievements may lead to satisfaction, contributing to enhanced interpersonal skills (Anthony). The capacity to make smart judgments is related to human relationships. It can assist us in applying logic rather than emotions, enhancing how we connect to others in democratic participation. Making smart judgments is also linked to conflict resolution and the capacity to handle disagreement in collective decision-making activities. Managing stress such that it does not have a detrimental impact on one’s interpersonal relationships.

I can be successful in my job and get a promotion if I grasp and practice all the requirements in my current position. I desire to get a GS 14 promotion in the next ten years. This is the focus because I can be an effective leader through healthy human connections. The first step for me is to learn how I should wield power at work and in my personal life. Recognizing power and power structures in our businesses can help me advance my career. Throughout my leadership role, I desire to enjoy being a source of influence to others and support other people with the power bestowed on me. Understanding power, influence, and status made me understand that leadership is an opportunity to serve and not exploitation. Every time oi gets promoted, I will always strive to improve my connection with people and be ready always to support those in need.

Even though we as leaders may encounter several ethical issues and tend to deviate from our course at times, it is crucial to note that there is nothing bad with using power in the right manner to make incidents possible; the issue arises when someone becomes power-obsessed. Power obsessive denotes that the person’s attitude craves power and may utilize it for personal benefit. This is the complete antithesis of the power-averse character, who desires not to be in command and feels uncomfortable with power. Individuals who are power-averse may also be unfavorable because, at some time, people must be inclined to accept the power to make judgments. I always remember that despite what title I have at work, I have authority like everyone else. The concept of “power” typically appears bad; however, I may use power appropriately while advancing in our businesses. The capacity to apply dynamic tactics can contribute to individual and career corporate efficiency; they are also traits required for job success, which I can relate to emotional maturity.

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Works Cited

Anthony, Callen. “To Question or Accept? How Status Differences Influence Responses to New Epistemic Technologies in Knowledge Work.” Academy of Management Review, vol. 43, no. 4, 2018, pp. 661–79.

Bakker, Arnold B., and Simon Albrecht. “Work Engagement: Current Trends.” Career Development International, 2018.

Kiessling, Brittany, et al. “The Sedimented Social Histories of Environmental Cleanups: An Ethnography of Social and Institutional Dynamics.” Journal of Environmental Management, vol. 278, 2021, p. 111530.