POLITICS

cases. However, the leader who uses pow­er in the service of his/her organization is using power in the most constructive sense. The leader who seeks power for its own sake and for personal satisfaction is at a level of personal maturity that will compromise his/her ethical position,
lit .Organizations also playa political game.
te Organizations seek influence.
lit Influence increases autonomy (freedom
11- to control own assets);
be organizational morale (the ability to main-
lit tain cohesion and effectiveness);
Ie- essence (sanctity of essential tasks and
functions);
in roles and missions (exclusion of options
that would challenge these);
of budgets (increased roles and missions will
od always favor larger budgets)
as Photo two-- leader
m· NATURE OF STRATEGIC
Ire LEADER POWER
Strategist argues that power at the strate­we gic organization level is manifested and exe­~, cuted through three fundamental elements: it consensus (general or widespread agree­ip, ment among all the members of a group) he cooperation, "Cooperative potential refers to nd an organization's capacity to catalyze coop­e erative interaction among individuals and to groups." Culture, It refers to the manage­n· ment culture, its flexibility and adaptabili­ne ty.
Ii· INDMDUAL SKILLS AND

~. ATIRmUTES AS SOURCES OF POWER ad Research and observations emphasize the ~n following characteristics as being especial­h ly important for acquiring and maintaining

strategic power bases:
High energy and physical endurance- It is the ability and motivation to work long and often times grueling hours .Absent this attribute other skills and characteristics may not be of much value.
Direc,ting energy- It is the ability and skill to focus on a clear objective and to subor­dinate other interests to that objective.

Successfully reading the behavior of oth­ers- It is the ability and skill to understand who are the key players, their positions and what strategy to follow in communicating with and influencing them.

Adaptability and flexibility - It s the abil­ity and skill to modify one's behavior. This skill requires the capacity to re-direct ener­gy, abandon a course of action that is not working, and manage emotional or ego con­cerns in the situation.

Motivation to engage and confront con­flict- It is the ability a:Q.d skill to deal with conflict in order to get done what you want accomplished. The willingness to take on the tough issues and challenges and exe­cute a successful strategic decision is a source of power in any organization.

Subordinating one's ego: - It is the abili­ty and skill to submerge one's ego for the collective good of the team or organization. Possessing this attribute is related to the characteristics of adaptability and flexibil- ' ity.
CONCLUSIONS

In corporations, public agencies, univer­sities, and government, the problem is how to get things done; how to move forward, how to solve the many problems facing organ­izations of all sizes and types. Developing and exercising power require having both will and skill. It is the will that often seems to be missing."

S.B.JAIN IN'STITUTE OF TECHNOLO­GY, MANAGEMENT & RESEARCH· Nagpur
(The author is a MBA Coordinator. Department of management technology)
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