1. Tutor : John Batros
Group : Christopher Armstrong, Jason Dinh, Ruwandi Perera, Samra Nazir
Class : Leadership & Organisation Dynamic
Presentation 2011

3. 1. Introduction
2. Power Leadership Theory
o Define Leadership
o Leadership Styles
o Definition of Power
o Types of Power
3. Power used by Hitler and Gandhi to lead and
influence people
4. The relationship between Power Leadership and
LOD Theories
5. Conclusion

4.  20/04/1889 – 30/04/1945 (56)
 Austrian born German politician
 Leader of NSDAP - National Socialist
German Workers Party (Nazi Party)
 German Chancellor 1933 – 1945
 Führer und Reichskanzler 1934 – 1945
 Fought in WWI in German Empire Army
 Joined DAP 1919
 Discharged from Army 1920

5.  Joined NSDAP Sept. 1919 – 55th member
 Führer of NSDAP 21/07/1921
 Beer Hall Putsch – 09/10/1923. Attempted coup d‟état of Bavarian
Government by NSDAP. Hitler jailed for 5 years, released after 1
 NSDAP election results grew from 2.6% (1928) to 43.9% (1933).
1933 election made Hitler Chancellor
 Hitler took advantage of Germany‟s weak position during Great
Depression

6.  Influenced courts to ban all opposition parties (particularly
Communist and Democratic parties)
 Paramilitary force (SA) disbanded Unions
 NSDAP violated constitution in effort to have office of
Chancellor and President merged
 Hitler announced as Germanys Führer und Reichskanzler on 2nd
August 1934
 Supreme Commander and Commander in Chief of Armed Forces
 Beginning of Third Reich

7. Source: http://www.orange-papers.
org/orange-Hitler11cx.jpg
Source: http://4.bp.blogspot.com/_CbwnjooteyI/SNHmMPmYU8I
/AAAAAAAASi8/FluOsGsVgBs/s400/93.jpg

9.  Born: October 2, 1869
 Early Years - 1869 to 1892
 Birth of Satyagraha - 1893 to 1914
 Emerging of Gandhi - 1915 to 1921
 The Great Trial - 1921 to 1928
 The Epic March - 1928 to 1931
 The Nation's Representative - 1931 to 1932  Hour Of Destiny - 1944 to 1946
 A Cry For Justice - 1932 to 1934  Pilgrim Of Peace - 1946 to 1947
 Call Of The Villages - 1934 to 1938  India Liberated - 1947 to 1948
 Quit India - 1939 to 1944  Martyrdom - 30 January 1948

10.  Achievements : known as Father of Nation;
 Mahatma Gandhi popularly known as Father of Nation :
o Played a stellar role in India's freedom struggle.
o Gandhi sailed for England on September 4, 1888
o Gandhi completed his Law degree in 1891
o Gandhi jumped at the idea of being a counsel in a lawsuit and sailed
for South Africa in April 1893.
o In 1906, Gandhi took a vow of absolute continence.
o In 1914 in an agreement between Gandhi and South African
Government, the main Indian demands were conceded.
o Gandhi returned to India in 1915.
o In 1921, Gandhi gave the call for Non-cooperation movement against
the ills of British rule.

11. o On March 12, 1930 Gandhi started the historic Dandi March to break the
law
o On April 6, 1930 Gandhi broke the Salt law at the sea beach at Dandi.
o On March 5, 1931 Gandhi Irwin Pact was signed.
o August 8, 1942 Gandhi gave the call for Quit India Movement
o British Government arrested Gandhi and other top leaders of Congress.
In view of his deteriorating health he was released from the jail in May
1944.
o Second World War ended in 1945 and Britain emerged victorious. In the
general elections held in Britain in 1945, Labour Party came to power.
o January 30, 1948 Gandhi was shot dead by one fundamentalist named
Nathu Ram Godse.

12. “Leadership is an influence relationship among leaders
and followers who intend real changes that reflect
their mutual purposes”- (Rost J. C. 1993, p.102)
“No man is good enough to govern
another man without that other's
consent.”
Abraham Lincoln
16th President of USA

13. Leaders need to:
o Create their own followers
o Motivate and inspire them
o Set direction and develop a vision of where they should go
o Ability to align people to the direction desired
(Pardey 2007)

14. Transactional Leaders
o Treat the relationship as an exchange, similar to a business deal.
o E.g. Leaders offer power and economic prosperity in exchange
for leadership
Transformational Leaders
o Followers tend to engage in an exchange of mutual trust and
confidence, rather than seeking material benefits.
( Pardey 2007)

15.  Autocratic:
o Makes all decisions, independent with member‟s input
o Very personal in the praise and criticisms of each member
o E.g : I want to do, or I want you to do
 Democratic:
o Welcomes team input, group discussion and decision making.
o Very object in praise and criticisms, and joins group activities without
over-participating.
 Laissez – Faire:
o Allows group complete decision making without himself
(Encyclopedia of Business 2011)

16. “The ability of one person or department in an
organisation to influence other people to bring out
desired outcomes” (Daft & Lane 2007, p.362)
“The influence of a leader over his followers is often
referred to as power” (French & Raven 1959)

17.  Coercive Power
o Is based on the leader having control over of what happens if followers do not
act as required.
 Legitimate Power
o It happens when the followers believe that the leader has “a right” to instruct
them; and
 Reward Power
o Based one the ability to provide extrinsic or intrinsic reward
 Referent Power
o Derives from follower‟s respect for leader; and
 Expert Power
o Followers believe that leader has “expert” knowledge and skills
(French & Raven 1959)

18.  Power is not an evil word
o Influence over control
 Why do leaders pursue power?
o Career Progress
o Job Performance
o Organisational Effectiveness
 The Leadership Challenge
o Getting others to do what is required in order to accomplish
organisational goals.

19. Power Acquisition Transforming Power
How do leaders
obtain power ?

20. 1 & 2. Centrality/Criticality
o Securing a more central role in work flow. Eg. Moving from a senior
engineer position to principle engineer on a project.
2. Flexibility
o Your work, as well as your superiors and subordinates are enriched by
your innovative approach to decision making, reducing routine work.
3. Visibility
o Increasing your interaction with senior management, publicising your
accomplishments and taking advantage of opportunities to enhance
your reputation.
4. Relevance
o Developing internal or external boundary-spanning roles

21.  Knowledge and Information
 Personal Attraction
 Effort

22.  Coercive Power
 Impersonal coercion
 Personal coercion
 Fear
 Suppression
 Genocide as a means of control
 Authoritarian

23.  Legitimate, Referent, expert Power
 Interpersonal emotion
 Personal value, belief
 Empathy
 Supporting
 Without discrimination

24. Coercive
POWER IN POWER
Reward
Provides choices
Expert
of alternatives
Legitimate
Referent
Types of Power
The Batros Awareness Model
French & Raven 1959

25. Coercive Contact boundary
Contact-full Communication
Projection
Reward
Projective Identification
Expert
Introjections
Legitimate Play helping role
Use ORJI Model
Emotional Intelligence Model
Referent
Types of Power
French & Raven 1959

26.  Power Leadership is power in power, a concept in
which leaders use to lead and influence people.
 There are five types of Power: coercive, reward,
referent, expert and legitimate power.
 There are three leadership styles : authoritarian,
democratic, and laissez-fare.
 There is an closely relation between Power
Leadership and LOD theories.
 Examples of Hitler and Gandhi are analysed; and

27.  Pardey, D 2007, Introducing Leadership, Butterworth- Heinemann.
 French, J.P.R., Jr., and B. Raven. "The Bases of Social Power." In Studies
in Social Power. Dorwin Cartwright, ed. Ann Arbor, MI: University of Michigan
Press, 1959.
 Batros, J G (1994) „Engineers as Authentic Managers‟ in Proceedings of
the Pacific Conference on Manufacturing 1994, Jakarta, Indonesia, p942
(BB, LM, JB‟s articles)
 Daft, L D & Lane P G 2007, „The Leadership experience‟, 4th end,
Thomson, USA
 Rost, J C 1993, „Leadership for the twenty-first century‟, Greenwood,
USA