A520.9.5.RB_DiazBrian

Whetten and Cameron (2011) state that the "Two basic factors determine a person's power in an organization: personal attributes and position characteristics.  Naturally, the importance of each factor varies depending on the organizational context." (p. 287).  In my organization, currently, I would argue that I have very little to no power within the organization.  My intentions have never been to attain a "power" position but rather it has been to have the opportunity to develop into a leadership role.  However, leadership roles do by their vary nature, come with power.  How that power is utilized, exercised, and distributed is up to the individual. 

I would not necessarily say that I am comfortable developing sources of personal influence to gain power.  What I am comfortable in doing is setting myself apart from others with my actions.  I believe in genuine relationships based on organic interactions.  I don't feel it is necessary for me to seek out individuals and to gain their trust or affirmation in order for me to gain favor or power.  Whetten and Cameron (2011) write that "Four personal characteristics are important sources of power.  As Table 5.3 shows, these are expertise, personal attraction, effort, and legitimacy.  Expertise reflects knowledge and capabilities,; personal attraction involves affective appeal; effort suggests personal commitment and motivation; and legitimacy conveys credibility." (p. 288).  After almost two years in my position as an advisor, expertise is something I am working on.  I believe that I espouse a level of appeal that makes my team members comfortable to work alongside with me.  I continue to build upon my credibility by doing the very best job I possibly can every single day and to legitimize myself in order to not only develop professionally, but to give myself the opportunity for growth with my organization.

The characteristics of likeable people depicted in Table 5.4 (p.290) are:

• Support an open, honest, and loyal relationship.
• Foster intimacy.
• Provide positive regard and acceptance.
• Provide social reinforcement (sympathy, empathy).
• Engage in social exchanges necessary to sustain relationships.

I feels as if I embody all of these attributes.  I think if you were to survey my team members they would say that I was honest, reliable, positive, social, and empathetic.  Empathy is a strong attribute to have and important to building relationships.  My classmate Richard Snodgrass shared this view with me and wrote in our discussions earlier...

"My personal power comes from what I consider empathy as well as my past experiences.  My career has had its ups and downs and I am thankful to be where I am and enjoying coming to the office each day.  The term pay it forward is still fairly new to someone my age.  I have been practicing this philosophy for a long time in one way or the other.  My compassion/empathy for others allows me to put myself in their shoes.  As a manager, it helps ground me when I must counsel an employee.  My past experiences have created who I am today, but like in all life everything changes.  I desire to grow my knowledge base while at the same time share what I know to those who wish to learn.  I feel those are two of my strongest assets or sources of personal power."

I enjoy the people I work with.  I respect others because it is how I was raised.  I treat every single person I meet the way I would like to be treated.  I have learned that not everyone carries themselves in this manner and in my experiences I have had to learn to to respond accordingly.  The person I am today most certainly is not the person I was 20 years ago.  I have grown and learned.  I attended a seminar last year that discussed how to deal with difficult people.  I learned that when people are angry or aggressive, it is because they are afraid.  They do not know how to properly convey their feelings so in order to engage them it is necessary to listen to what they are saying and address the root of their issue, whether it be with facts or empathy.  It was quite a learning experience for me.

I have a good working relationship with my director.  I understand the goals and objectives she has for me and why they are important.  I am aware of the pressures she is under and respect the amount of time and dedication her role requires.  I have over time become accustomed to her work style (which is very supporting) and expectations.  I do my best to keep her informed of important matters and rely on her expertise and knowledge as I develop.  We have a open and honest relationship that I could not be more thankful for.  There is mutual trust and respect for one another.  I consider myself fortunate because not everyone can say that they have a boss that is as caring, compassionate, supportive, and understanding as the leader I have the pleasure to serve.

Whetten, D. A., & Cameron, K. S. (2011). Developing Management Skills (8th ed.). Upper Saddle River, N.J.: Prentice Hall/Pearson.