Applying French and Raven’s Bases of Social Power: A Powerful SolutionThere have been many stories throughout history of leaders who have been corrupted by their power. The very definition of leadership as “a process by which an individual influences the group to achieve a common goal” (Northouse, 2016, p. 6) implies the power to exert influence. Leaders must exert power in order to lead, but they must also strive to understand the complexities of power. Research by French and Raven (1959) and by others (Burns, 1976; Neck & Manz, 1994) provides insight on the types, or bases, of power available to a leader, the process of choosing among those bases, and the motivations for leaders’ choices (Northouse, 2016, p. 379). Recent researchers (Barbuto & Warneke, 2014; Vevere, 2014) also explore the effectiveness of using individual bases of power in particular situations and the effects certain bases of powers have on leaders and those they lead. Armed with this information, leaders can avoid utilizing certain bases of power when the choice may lead to negative consequences. They can instead choose to wield power in ways that will foster organizational success. Understanding the bases also gives both leaders and followers insight into situations they observe and difficult interpersonal interactions they negotiate.To prepare for this Assignment, consider Case Study 7.1, “His Team Gets the Best Assignments” on pages 150–151 of Northouse (2016).By Day 7Submit a 3-page analysis of the case study. In your analysis, do the following:Identify two of French and Raven’s bases of power in the case study, and explain how leaders can use these bases of power to exert influence. Explain how you might use your knowledge of French and Raven’s theory to resolve one of the problems presented in the case study. Justify your response.Note: Be sure to use the APA Course Paper Template (6th ed.) to complete this Assignment. Also, refer to the Week 4 Assignment Rubric for specific grading elements and criteria. Your Instructor will use this rubric to assess your work. Please Note: For each page of your paper, you must include a minimum of two APA-formatted scholarly citations.
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1. Many music teachers at Olson Junior High are concerned about losing their jobs (J.
Thompson, personal communication, July 3, 2013), largely due to the state’s recent
financial cutbacks of fine arts programs (Babar, 2007).
2. Obesity affects as much as 17% of the total population of children, an increase which
may lead to other chronic health problems (Hera, 2008; Sinatra, 2008).
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And so forth until the conclusion…..
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(Please note that the following references are intended as examples only. Also, these illustrate
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reference entry matches a citation, and every citation refers to an item in the reference list.)
Alexander, G., & Bonaparte, N. (2008). My way or the highway that I built. Ancient Dictators,
25(7), 14–31. doi:10.8220/CTCE.52.1.23-91
Babar, E. (2007). The art of being a French elephant. Adventurous Cartoon Animals, 19, 4319–
4392. Retrieved from http://www.elephants104.ace.org
Bumstead, D. (2009). The essentials: Sandwiches and sleep. Journals of Famous Loafers, 5,
Hansel, G., & Gretel, D. (1973). Candied houses and unfriendly occupants. Thousand Oaks, CA:
Fairy Tale Publishing.
Hera, J. (2008). Why Paris was wrong. Journal of Greek Goddess Sore Spots, 20(4), 19-21. doi:
Laureate Education, Inc. (Producer). (2007). How to cite a video: The city is always Baltimore
[DVD]. Baltimore, MD: Author.
Laureate Education, Inc. (Producer). (2010). Name of program [Video webcast]. Retrieved from
Sinatra, F. (2008). Zing! Went the strings of my heart. Making Good Songs Great, 18(3), 31–22.
Retrieved from http://articlesextollingrecordingsofyore.192/fs.com
Smasfaldi, H., Wareumph, I., Aeoli, Q., Rickies, F., Furoush, P., Aaegrade, V., … Fiiel, B.
(2005). The art of correcting surname mispronunciation. New York, NY: Supportive
Publisher Press. Retrieved from
White, S., & Red, R. (2001). Stop and smell the what now? Floral arranging for beginners
(Research Report No. 40-921). Retrieved from University of Wooded Glen, Center for
Aesthetic Improvements in Fairy Tales website: http://www.uwg.caift/~40_921.pdf
His Team Gets the Best Assignments
Carly Peters directs the creative department of the advertising agency of
Mills, Smith, & Peters. The agency has about 100 employees, 20 of whom
work for Carly in the creative department. Typically, the agency maintains
10 major accounts and a number of smaller accounts. It has a reputation
for being one of the best advertising and public relations agencies
in the country.
In the creative department, there are four major account teams. Each is
led by an associate creative director, who reports directly to Carly. In addition,
each team has a copywriter, an art director, and a production artist.
These four account teams are headed by Jack, Terri, Julie, and Sarah.
Jack and his team get along really well with Carly, and they have done
excellent work for their clients at the agency. Of all the teams, Jack’s
team is the most creative and talented and the most willing to go the
extra mile for Carly. As a result, when Carly has to showcase accounts to
upper management, she often uses the work of Jack’s team. Jack and his
team members are comfortable confiding in Carly and she in them. Carly
is not afraid to allocate extra resources to Jack’s team or to give them
free rein on their accounts because they always come through for her.
Terri’s team also performs well for the agency, but Terri is unhappy with
how Carly treats her team. She feels that Carly is not fair because she favors
Jack’s team. For example, Terri’s team was counseled out of pursuing an ad
campaign because the campaign was too risky, whereas Jack’s group was
praised for developing a very provocative campaign. Terri feels that Jack’s
team is Carly’s pet: His team gets the best assignments, accounts, and budgets.
Terri finds it hard to hold back the animosity she feels toward Carly.
Like Terri, Julie is concerned that her team is not in the inner circle, close
to Carly. She has noticed repeatedly that Carly favors the other teams.
For example, whenever additional people are assigned to team projects,
it is always the other teams who get the best writers and art directors.
Julie is mystified as to why Carly doesn’t notice her team or try to help it
with its work. She feels Carly undervalues her team because Julie knows
the quality of her team’s work is indisputable.
Although Sarah agrees with some of Terri’s and Julie’s observations
about Carly, she does not feel any antagonism about Carly’s leadership.
Sarah has worked for the agency for nearly 10 years, and nothing seems
to bother her. Her account teams have never been earthshaking, but they
have never been problematic either. Sarah views her team and its work
more as a nuts-and-bolts operation in which the team is given an assignment
and carries it out. Being in Carly’s inner circle would entail putting in extra time in the evening or on
weekends and would create more
headaches for Sarah. Therefore, Sarah is happy with her role as it is, and
she has little interest in trying to change the way the department works.
1. Based on the principles of LMX theory, what observations would you
make about Carly’s leadership at Mills, Smith, & Peters?
2. I s there an in-group and out-group, and if so, which are they?
3. I n what way is Carly’s relationship with the four groups productive or
counterproductive to the overall goals of the agency?
4. D o you think Carly should change her approach toward the associate
directors? If so, what should she do differently?
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