The sources of power (position and personal) within an organization;
The correlation of power (position and personal) to compliance and commitment;
The role of influence tactics (techniques) in achieving compliance and commitment;
The use of emotional intelligence in influencing others; and
Topic: Describe the relationship of power and influence in gaining organizational commitment. Your response should incorporate all elements of the “Big Six” as discussed in your readings (L201). Provide an example to support your response.
Instructions: Post a substantial essay response, with at least TWO (2) CITED SOURCES and a
minimum of 450 -500 words, to the topic above not including title and reference page. Cite your
references IAW APA formatting standards.
· Assignment will have a minimum of four level one headings (conclusion is considered in this number).
· The typed assignment will be double spaced; Times New Roman font (12 pitch)
See Form 1009W-DL Special (Special) for specific grading requirements.
NOTE: In your response, please refer to L201RA the “Big Six.”
The Student Tool Kit (in blackboard) has a diagram that illustrates the “Big Six”.
Always adhere to good writing standards IAW APA guidelines.
Analyze the relationship of power and influence in gaining organizational commitment.
1. The Application of Power and Influence in Organizational Leadership L201RA
2. Case Study, “Who Brought Bernadine Healy Down?” New York Times Magazine, 23
December 2001 L201RB
Analyze Army Leader Development Doctrine.
1. Battle of the Ia Drang Valley L202RA
2. ADP 6-22, Army Leadership, para 1-23 threw para 1-29, scan chapters 2-9
3. FM 6-22, Leader Development, Chapters 1-3
4. AR 600-100
7. Followers respond to the authority of a leader in general or in response to specific guidance. Effective organizations depend on the competence of respectful leaders and loyal followers. Given the hierarchical structure of the Army, every Army leader is also a follower. Learning to be a good leader also needs to be associated with learning to be a good follower—learning loyalty, subordination, respect for superiors, and even when and how to lodge candid disagreement.
3-17. early in interactions with subordinates, briefly share personal experiences—including areas of specialized expertise and areas of less experience. Candor helps build credibility while at the same time role modeling that it is okay to bring up personal leader developmental needs. It is important to establish trust and a developmental culture. Subordinates have to be receptive, engaged, and ready to develop. With some individuals, it may take extra interaction time to build the necessary level of rapport. Some individuals will seek additional attention and feedback and some will want less.