Matthew Mangum posted Sep 22, 2019 5:24 PM
Good evening all,
Three key elements of my merger plan for the two units are to identify the necessary personnel structure and logistics needed for a successful merge, obtaining buy-in from key personnel, and shaping the work culture to help obtain success. The sources of power in which leaders draw their influence are legitimate, reward, coercive, referent, and expert (Victor, n.d.). Each key element will draw upon several of the sources of power.
The first key element of establishing a plan for the structure and needed logistics for the merge will draw upon the legitimate and expert power sources. My background and experience in the unspecified field should help to justify my requested personnel changes and logistic requests for the merge. Additionally, the fact that I was chosen to lead the merger should lend extra towards the legitimate power source when I deliver the plan and state that “this is what I need to make this happen.” Assuming that I wasn’t chosen by a role of the dice and that I can back up my requests with rationale then the legitimacy of my requests should be valid.
The second key element of obtaining buy-in from key personnel will utilize the referent and expert power sources. Again, my expertise in the field should help in persuading key leaders on why the merger is required. In addition, by identifying influential people in the departments that have referent power and getting them on-board, I can use them to further obtain buy-in from the staff. Assuming that I have my own referent power source will help in furthering the merge also. This will be easier with the staff who are already familiar with me if I already have their respect and trust, but more difficult to accomplish with the new staff coming onboard.
The third key element is shaping the work culture to help obtain success by analyzing the customs and regulations of both units and picking the best practices from each. This will involve the expert, referent, legitimate, and coercive power sources. The referent power source will be most influential on those who already trust me, the expert power source will help for those who know of my prior experience in managing these types of situations, the legitimate power source will work for those who recognize that this is a directive and not an option, and the coercive power source will work for those who are aware that they have a job they were hired to fulfill regardless of their opinion. The reward power source will not be used, as I don’t want people assuming that they will be rewarded for doing something they were hired to do. Down the road after a successful merge people will be recognized for their hard work in ensuring the success, but I don’t want it to be a carrot and stick game. By obtaining employee involvement in shaping the work culture, it will be easier to enact policies that they all can agree on are good for the department. Each of the power sources will be useful in obtaining feedback and ensuring the success of the merge.
Victor, D.A. (n.d.). Leadership styles and bases of power. Reference for Business. Retrieved from