Paper Summary:

This paper examines the issues surrounding organizational power and its distinction from influence. Arguing that power and influence are not equivalent, the paper points out that truly influential leaders become so by developing trust and social capital with their employees.

From the Paper:

"Theories of organizational power tend to focus on the types of power that managers can command within an organization and what they must do to establish and utilize that power. Whereas the Fiedler contingency model focuses on leadership style, the Path-Goal theory is more pragmatic, clearing the workers' path and rewarding them for what they do. Hersey and Blanchard's Situational Leadership simply asserts that the manager must adapt his leadership to the situation. The Servant-Leader approach casts the leader in..."

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