Please respond to your classmates
Robert: Power is feared by most and desired by many. However, when given the chance to harness the power and do what is best for the organization, most leaders will fail or simply not know how to manage the power to achieve success. Many supervisors or people in a position of authority will take power and wield it like a sharp weapon. They take their power and lead by threatening subordinates with their job to get a subordinate to be a better worker. Recently, I read an article in the Journal of Counseling Psychology by Barnes, Evans and Triggiano titled “Working with Conflict in Clinical Supervision: Wise Supervisors’ Perspectives” and in it they speak of the importance that power plays in a supervisory position, especially when dealing with conflict resolution. First, they clearly note the importance power plays when communicating with their supervisees. They write about the survey they performed, “All participants recognized the power disproportionate nature of supervisory relationships and the relational anxiety that imbalance can promote.” (2008, p.177) Power can cause anxiety in an any organization and in most cases, it will lead to conflicts which can and will lead to valuable time wasted. In their study of twelve supervisors, eight woman and four men, many of their supervisors agreed power needed to be toned down to not cause anxiety or conflict amongst the supervisees. What I read in the next couple of sentences really gave me a unique perspective on power in an organization. Barnes, Evans and Triggiano continue, “A majority of our supervisors valued modeling vulnerability and transparency with their supervisees to redress the power difference, grant permission to be genuine, and demonstrate the skills involved in being genuine.” (2008, p.177) I have always been taught power is to be demonstrated through toughness and being able to stand firm in the eyes of defiance. Who knew power can lie both in one’s vulnerabilities and by being transparent to those you are looking to provide leadership too?
Lexi: Shared visions, missions, and values are essential for any group to function effectively. They are arguably the most significant reason relationships between leaders and followers form and, indeed, one of the reasons they flourish (Chancellor, 2015). A shared vision refers to a clear and common picture of an anticipated future state that members of an organization identify with themselves. A shared mission defines a purpose that allows everyone involved within the organization to share a value that addresses broader components beyond financial such as social, community, and environmental elements. Shared values are the core beliefs that guide the behaviors of a group. Sharing goals and visions are essential for working relationships and can be a driving force in preventing conflict among group members. When leaders create a clear shared vision or mission for their group members, it gives everyone a purpose and role. Once people know what they should do, it is easier for groups to complete their goals and reach their big-picture end goal. As a leader, forming relationships with group members will be essential for success and for conflict resolution. If leaders are able to bond with their group members, it will be easier to complete goals, resolve conflict, and work together more effectively. Position is not a factor of leadership; instead, relationships are the essential ingredient; leadership is not positional but relational (Chancellor, 2015).
