Description

This is Two Parts please make sure they are on separate documents. Your own words and APA Format! 150 word min for each

Course textbook – Course Textbook(s)

Weiss, D., Tilin, F., & Morgan, M. (2018). The interprofessional health care team: Leadership and development (2nd ed.).

First part – Discussion Board

Using what you have learned from this unit and your own life experiences, explain your interpretation of the statement by Weiss, Tilin, and Morgan (2018), “power motive is often misunderstood as a negative trait” (p. 85).

Second Part – Reply to this students post below.

When interpreting power motive, it is important to understand the different aspects of this trait. Power motive is defined as the need to be in charge or strongly influence another person or group’s behavior (Weiss , Tilin, & Morgan , 2018). Power motive can be broken down into two main types: Personal power and socialized power. There is a great difference between personal power and socialized power. Personalized power is the style of power motive that is used when one exercises power impulsively and for the benefit of themselves through bolstering their own status (Weiss , Tilin, & Morgan , 2018). The result of this trait of power motive is destruction of team morale creating an environment that lacks unity.

Social power is the trait of power motive that fosters effective leadership and growth. These leaders use their need for power to benefit others and the organization (Weiss , Tilin, & Morgan , 2018). Leaders that exercise this style of power motive understand that power should be shared and distributed for all members to deliver the best outcome for the organization.

My interpretation of the statement by Weiss, Tilin, and Morgan (2018), “power motive is often misunderstood as a negative trait” (p. 85) is that it is easy to assume those that are motivated by power are doing it from a place of negative and selfish motivation. It is assumed that if you want power, you automatically crave personal power. This is true in certain cases; however, many effective leaders exercise the trait of social power motivation. The intentions of the leader are what steer power motive as a positive or negative. Many great leaders from the past used power as a personal motive to benefit themselves and form a higher status for themselves only selfishly. Thankfully, power motive has been employed by many successful leaders and has also proven its effectiveness by empowering those within the organzaiton to align with the vision of the organization.

References

Weiss , D., Tilin, F., & Morgan , M. (2018). The Interprofessional Health Care Team . Burlington: Jones and Bartlett Learning.

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