1. Dr. Joylene T. Macabenta
Professor
Edu 313- Educational
Planning and Management

2. Introduction

3. What is power?
Power, leadership, and management are
interrelated concepts that are unfortunately are
treated separately and individually.
Management is doing things right and
Leadership is doing the right things
A focus on people is often equated with
leadership, while
A focus on the results or tasks is more often
attributed to management (O’Leary, 2016)

4. Leadership
-is motivating and influencing people to do
things they would not do on their own.
-is to motivate employees to accomplish the
organizational mission. If these employees
would normally strive to accomplish the
mission on their own, there would be no
need for leadership to motivate them.
Several authors connect leaders and
leadership with the use of power.

5. Leadership
Leadership inevitably requires using
power to influence the thoughts and
actions of other people (Zaleznick, 1998)
One’s level of power will influence
one’s ability to lead and of course, effective
leadership will increase one’s power or
potential to influence, in a positive and
reinforcing feedback loop. (Sousa & van
Dierenfonck, 2017).

6. Leadership
Power is an essential tool of decision-
making and is utilized by effective leaders
(Herdlein, 2011).
Maxwell (2013) believes that, to be
effective, a leader must be a lifelong learner
and a student of her or his profession. He
believes that in order to reach the higher
levels of leadership (levels 4 and 5),
individuals must overcome their insecurities
and realize that “good leaders forge ahead,
break ground, and make mistakes.”

7. Leadership
Power is an essential tool of decision-
making and is utilized through effective
leaders (Herdlein, 2011).
Maxwell (2013) believes that, to be
effective, a leader must be a lifelong learner
and a student of her or his profession. He
believes that in order to reach the higher
levels of leadership (levels 4 and 5),
individuals must overcome their insecurities
and realize that “good leaders forge ahead,
break ground, and make mistakes.”

8. Management
-is often thought of in terms of four
functions: planning, controlling,
organizing, and leading (Nickels,
et.al,2008).
-One of the most important
responsibilities of managers is to ensure
that the employees they supervise are
helping the organization accomplish its
goals and objectives so it can fulfill its
mission.

9. Management
-is often thought of in terms of four
functions: planning, controlling,
organizing, and leading (Nickels,
et.al,2008).
-One of the most important
responsibilities of managers is to ensure
that the employees they supervise are
helping the organization accomplish its
goals and objectives so it can fulfill its
mission.

10. Management
-Vecchio (2007) connects management
and power when he states that “power is
an essential feature of a manager’s role.
Without some degree of power, a
manager would find it very difficult to
direct the efforts of subordinates.”
Management is defined by responsibility
but done by exerting influence. To
influence others you must make a

11. Management
-Vecchio (2007) connects management
and power when he states that “power is
an essential feature of a manager’s role.
Without some degree of power, a
manager would find it very difficult to
direct the efforts of subordinates.”
-Hill and Lineback (2011) mention that
“management is defined by
responsibility but done by exerting
influence.

12. Management
Management is defined by
responsibility but done by exerting
influence. To influence others you must
make a difference not only in what they
do but also in the thoughts and feelings
that drive their actions.”

13. Management
Vecchio also contends that it is
important for managers to realize “that
the tendency to use power can lead to
greater effectiveness, while failure to
use power can have the opposite effect.”
To be effective, managers must be
leaders and leaders must be managers,
and effective leaders and managers do
the right things the right way.

14. Management
According to O’Leary (2016) whether
one calls it leadership or management is
not an issue because what the
individuals are doing (tasks, duties and
responsibilities) are essentially the
same.
To be an effective leader, one must be
able to get others within the organization
to do things they, for whatever reason,
would not do on their own.

15. Power
One of the major problems people
have with the concept of power is their
individual perception of what power
means.
After all, to a certain extent, good
leaders and/or powerful people do
manipulate others to accomplish their
goals and objectives.

16. Power
In some instances this manipulation
is done in a positive way through
positive motivation or reward power, and
in other cases it may happen with a
negative spin or the use of coercive
power.
In reality, good leaders are in fact
good manipulators. The leaders we hold
in high regard are able to convince
people to do something they would not
normally do on their own.

17. Power
A successful leader uses
power to forward the goals of
the institution. Power is part of
leadership and is necessary to
get things done– therefore,
leaders are naturally
preoccupied with power (Pfeffer,
2010).

18. Power
Great leaders and managers
typically use power in positive ways to
accomplish goals, objectives, and
mission of the organization. On the other
hand, many bad leaders and managers
use power in negative ways, mostly to
accomplish their individual goals or for
self-promotion.
Leaders and managers use power
and therefore, by extension, are
powerful people.77

19. Politics in the Organization
As Hill (1978) stated, “the struggle
for power, or more commonly known as
politics, pervades all organizations.
Pfeffer (1992) defines political
activity as those activities taken within
organizations to acquire, develop and
use power and other resources to obtain
one’s preferred outcome in a situation in
which there is uncertainty or
disagreement about choices.”

20. Politics in the Organization
One’s ability to navigate the political
dynamics of an organizationis essential
to one’s ability to become a successful
organizational leader.
Political behaviors and the
appropriate use of power provides
leaders with tools necessary to move
their institutions forward.

21. Politics in the Organization
As Abraham Lincoln noted, “if you
want to test a man’s character, give him
power.”
Power is seen as an essential
feature of an administrator’s role
because without the use of some degree
of power, an administrator will find it very
difficult to direct the efforts of
subordinates (Vecchio, 2007).

22. Politics in the Organization
As an administrator, you will
supervise others. If they perceive you as
having no power, you will struggle in
accomplishing the goals for your unit.
Effective administrators understand that
their ability to use power can help
determine their personal or
departmental success, while failure to
use power can have the opposite effect
(Vecchio, 2007).

23. Politics in the Organization
In order to be successful in an
administrative or leadership role within
the institution, one needs to develop and
effectively utilize a certain amount of
power and political savvy. To do so, one
must first understand the types and uses
of power and the process of a political
interaction.