S.B.JAIN IN"STITUTE OF TECHNOLO­GY, MANAGEMENT & RESEARCH Nagpur

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,

.Organizations also playa political game. Organizations seek influence.

Influence increases autonomy (freedom to control own assets);
organizational morale (the ability to main­tain cohesion and effectiveness);
essence (sanctity of essential tasks and functions);

roles and missions (exclusion of options that would challenge these);

budgets (increased roles and missions will

always favor larger budgets) Photo two-- leader NATURE OF STRATEGIC LEADER POWER

Strategist argues that power at the strate­gic organization level is manifested and exe­cuted through three fundamental elements: consensus (general or widespread agree­ment among all the members of a group) cooperation, "Cooperative potential refers to an organization's capacity to catalyze coop­erative interaction among individuals and groups." Culture, It refers to the manage­ment culture, its flexibility and adaptabili­ty.
INDMDUAL SKILLS AND ATTRmUTES AS SOURCES OF POWER
Research and observations emphasize the following characteristics as being especial­ly 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.

Directing 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 aI).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 abili­tyand 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