IS3103 Information Systems Leadership and Communication: Workshop 7 Quiz

What is the main difference between expert power and legitimate power?

Which source of power is described as the ability to deliver something of value to others?

Why is leadership considered unable to exist without power?

Which type of power is more about being a role model for others to follow?

In what way does coercive power differ from legitimate power?

What must be the primary aim when using power in terms of leadership classification?

What type of power, based on person and not position, is suggested by cost/benefit ratios for leaders to heavily rely on?

What do successful leaders need to accumulate and use to achieve their own objectives in an organization?

Which power is especially useful when formal power channels have failed for leaders attempting to achieve organizational objectives?

What is a characteristic of external change agents in organizations?

Which step in Kotter's Eight-Step Change Management Model involves creating a vision to help direct the change effort?

What is the purpose of generating short-term wins in the change process according to Kotter's model?

Expert Power vs. Legitimate Power

Expert power stems from a person's specialized knowledge, skills, and abilities.
Legitimate power is derived from one's position and authority within an organization.
Example: A CEO utilizes legitimate power, while a financial analyst utilizes expert power.

Power and Leadership

Leadership requires power to influence and direct others.
Effective leaders utilize various power sources to accomplish organizational goals.
Power of value delivery: This power source is based on the ability to provide something valuable to others, such as resources, knowledge, or support.
Leaders as role models: Referent power involves being a role model, inspiring others to follow based on charisma, personality, or achievements.

Power and Influence

Coercive power, based on punishment or threat, differs from legitimate power based on position and acceptance.
Leadership's power aim: Leaders should primarily aim to empower others, not control them.
Personal power: Leaders with referent power leverage their personal traits and characteristics to influence others.

Power in Organizations

Successful leaders require a combination of power sources to achieve their objectives within an organization.
Power accumulation: Leaders need to accumulate power based on their position, expertise, relationships, and personal qualities.
Informal power: Leaders utilize informal power when official channels fail to reach organizational goals.
Change agents: Their primary characteristic is external expertise, often employed to guide organizational change.
Kotter's Change Model: Step 2 involves creating a vision to establish a clear direction for the change initiative.
Short-term wins: In Kotter's model they are essential to maintain momentum and demonstrate the progress of the change effort.

Test your knowledge on Leading Organizational Change, Stakeholder Management, Power, and Leadership in the context of Information Systems. Topics include the ability to influence others, using power to enlist support, overcoming resistance, resource collection, and creating alliances.

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