Leadership and management

The concept of idiosyncrasy explores the perception that people belonging to a given social group have towards each other. In most cases, deviating from the norms of the larger group is a delicate move. However, ability to influence behavior of people against the norms requires special skills and knowledge. Idiosyncrasy credit are the points gained by an individual from the outcome of the decisions that person makes against odds. Leading a group is a sure way of gauging the amount of idiosyncrasy credit as the subjects tend to become more confident if the leader’s decisions or suggestions yield desirable outcomes (Vaughan 293). On the other hand, if decisions or actions of an individual do not bring any better result to the group, idiosyncrasy credit points are deducted. In other words, the positive attitude, view or opinion that other members of the group hold against the member equals idiosyncrasy credit. There several ways in which an individual can accumulate idiosyncrasy credit. Ability to stand out among group members and exhibit unique skills or exceptional competence determines whether one gain or lose idiosyncrasy points. Hollander explains that a leader that uses legitimate power to introduce or enforce change in the group stand chances of gaining or risk losing idiosyncrasy credit for desirable and undesirable out outcomes of his actions respectively (Vaughan 294). If a member of the group proposes changes that deliver an achievement to the group, more idiosyncrasy credits are earned. Acquisition of leadership from the group is depended more on the actions or decisions one make that yields success. However, unfavorable outcome removes more idiosyncrasy credits including the several actions that had been done. A good leader is reflected in the magnitude of idiosyncrasy credits.

There are different types of power. They include; reward power, legitimate power, and expert power, among others (Zastrow 69). The concept of power is built around the relationship between O and P. In this case, O is the person exercising the power and P is the person that the power is being exercised on. In this regard, legitimate power is acquired when P has the perception that O has legitimate right to prescribe decisions that dictates his behavior. Legitimacy of one’s power is pegged on reality and perception of the subject and the leader. It is always a reality that a given person is vested with authority within a group and they are perceived to adhere to the directives of such a person in decision making process. Besides, legitimate power allows the leader to exercise authority and maintain control over the group or organization. Besides, in legitimate power, there is perceived right of a specific individual to hold office.

Podsakoff and Todor research provide a critical overview of the existing relationship between a leader’s application of punishment or reward and the result either of such measure on the cohesiveness, morale and productivity of the group (Rumsey 378). Their in-depth research provided a great discovery that asserted that the leader’s use of expertise and referent power is closely associated with the performance and satisfaction of the follower, while in some instances, reward, legitimate, and coercive power may yield inversely relationship with these dimensions.

 

 

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