The sources of power my exemplar leader most often draws from to compel action is coercive

and reward. In my organization, there is a room to gain a lot of ‘quick’ rewards (i.e. recognition
points) and swift consequences (i.e. write-ups) that are exercised daily for team performance.

My leader’s prototypical style of leadership is transactional as it stems directly from the power
sources of reward and coercive to reinforce (Muchinsky & Howes, 2019). As stated in our ‘Week
8 Review Quiz’ the contingency theory of leadership is depicted by “it depends” as either
providing a reward or punishment is dependent upon compliance and performance initiative.

My typical responses are a combination of enthusiastic commitment and passive compliance. I

feel enthusiastically committed to tasks that I am passionate about and can confidently
execute. On the other hand, I am still compliant to my organization and leader when asked to
complete tasks that I am not particularly excited about because it is important to me that the
task is effectively completed.

The bases of power I often depend upon to influence my team is expert and reward. Expert
power stems from my knowledge which I often lend to persuade while I often reward for
initiatives and learning progress.

I believe my approach is the most appropriate leadership influence tactic because it allows me
to serve as a coach/mentor using expert power (Burke, et al., 2006) I use rewards as a way of
positive motivation to further provide a level of encouragement that my team is capable and
enable a growth mindset (Burke, et al., 2006).

My typical bases of power is altered by influence of context as different scenarios require me to

show up in different ways.