As we know, the most essential kind ofleadership power is personal power. Someone is capable in getting people towork because of their experience, knowledge, charisma, or access to informationwhen he or she uses his or her personal power. Good leaders who are believed tobe the most influential are people who work their personal, but not people who justrely on the power of the job title.
We can see that influence usually comeswhen a person exercises the power of who they are as a person. Astime goes on, the “who you are” will impact your daily actions, whichis how you want to treat other people, especially when you think thatnobody is actually looking. People’s traits such as honesty, fairness, and compassionare able to help people build up a leader’s personal power.I used to believe that for managers, on onehand, since most of them are achievement-motivated who focus on their personalimprovement, they would like to do the work by themselves. On the other hand, likeother employees, they also hope to get some short-term feedback on their work performanceor evaluation, and then they can let other people understand which jobs theyhave completed and how good they are doing their jobs. However, based on myobservation, I found out managers in large or complex organizations, instead ofperforming all the tasks by themselves, they need to have others such as theirsubordinates to work together for the company.
As a result of that, those managersneed to do their jobs without getting some personal and immediate feedback becausetasks have been assigned to a lot of employees. For example, for a manager inmy company, it seems like his job is to focus on more finding people who areable to or know how to influence other employees not those who just can dothings better alone by themselves. So employees can realize that a professionalleader or manager usually has a real need for power instead of focusing on gettingthe achievement.