Power and Influence Discussion Board Response

Influence and Power
In the military, the ability to influence others is the central component of leadership. Influence entails more than passing orders to the juniors. It involves persuading people to do what is necessary by providing purpose, direction, and motivation to accomplish the desired mission.

The definition influence is about leaders encouraging people to take risks, accept failure, and get back to the game with renewed knowledge of the problem is accurate. The purpose is all about leaders making sure that subordinates understand why they are doing something difficult. It is about motivating them to take calculated risks. Direction entails leaders prioritizing tasks, assigning responsibilities to juniors, and making sure subordinates perform to the desired standard (Department of the Army, 2019). Subordinates can only get better if their leaders share risks and allow them to learn from their mistakes. Subordinates, therefore, have a better understanding of a problem if they take risks and learn from their mistakes, leading to better and higher performance.
Power refers to a leader’s capacity to influence others and implement change. Without power, leaders cannot effectively influence others, and without influence, there is little room for substantial compliance or commitment (Department of the Army, 2020). Power is destructive and constructive, depending on how leaders use it. If it used correctly, power could help leaders to influence subordinates to accomplish missions. However, power-driven leadership styles have negative impacts on subordinates. Power-driven techniques cause high employee turnover, low motivation, and reduced productivity. This is because such leaders tend to seek control, which often leads to abuse of influence. From the perspective of power-driven leadership, the definition of power as leaders seeking control and often leads to them abusing their influence is correct. Power-driven leaders yearn for attention and respect. They use their power to wield attention, which makes them lead by intimidation and fear. Power-driven leaders like to use coercive power when influencing others, which tends to bring temporary compliance. In the end, coercive power undermines long-term commitment leading to passive-aggressive behavior, retaliation, and formal complaints against the chain of command.
References
Department of the Army. (2019). Army Leadership and the Profession (ADP 6-22). Retrieved from https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20C1%20FINAL%20WEB.pdf
Department of the Army. (2020). Non-Commissioned Officer Guide (TC 7-22.7). Retrieved from https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20340_TC%207-22×7%20FINAL%20WEB.pdf