Prostitution as a Social Problem Research Paper

Prostitution as a Social Problem - Research Paper Example This conversation stresses thatâ there are three classes of prostitutes.â Those who have a place with the top layer are the tactful call-young ladies for the affluent.â Those in the white collar class are the whores who work in strip clubs and back rub parlors and who offer private cabin services.â Those in the least layer are the road walkers which incorporate the mistresses, hookers and nightwalkers.â The whores in the least layer are the ones plagued by most problems.â Because they are not under any oversight, they are inclined to viciousness and at a high social insurance chance because of risky sexual contact with unscreened clients.â These are the whores who are needing much help.This paper talks about that prostitution includes a great deal of personalities.â Foremost among the gathering are the prostitutes.â In the U.S., the normal period of section into prostitution is 14 . This gathering which assumes the jobs of whores incorporates youngsters or teenagers, or grown-ups who went into frameworks of prostitution as kids or teens.â A greater part likewise incorporates the Third World ladies and children.â They are the ones who are frequently focuses of traffickers.â These ladies and kids are oppressed and forced and brought to western countries for use in houses of ill-repute and back rub parlors, or as mail request brides.â In some Third World nations, â€Å"sex tourism† is exceptionally uncontrolled in light of the fact that it offers modest prostitution. The subsequent gathering associated with prostitution are the pimps.â About 80-90% of prostitution includes a pimp.... First among the gathering are the whores. In the U.S., the normal time of section into prostitution is 14 (SAGE, n.d.). This gathering which assumes the jobs of whores incorporates youngsters or adolescents, or grown-ups who went into frameworks of prostitution as kids or teenagers. A dominant part likewise incorporates the Third World ladies and youngsters. They are the ones who are frequently focuses of dealers. These ladies and youngsters are subjugated and forced and brought to western countries for use in houses of ill-repute and back rub parlors, or as international wives. In some Third World nations, â€Å"sex tourism† is uncontrolled on the grounds that it offers modest prostitution. The subsequent gathering associated with prostitution are the pimps. Around 80-90% of prostitution includes a pimp. They are either male or female with various ethnic foundations and societal position. Pimps â€Å"control the individuals in prostitution through compulsion, power, chronic drug use, or the abuse of monetary, physical or passionate vulnerability† (SAGE, n.d.). A significant gathering that is associated with the arrangement of prostitution is the â€Å"demand† side, which means the â€Å"johns†, â€Å"tricks†, clients and youngster sexual abusers. These are the individuals who are into erotic entertainment and who go to strip clubs. Different gatherings who are survivors of the arrangement of prostitution are the transgender, lesbian, promiscuous and gay youth. In light of the separation that they experience from their families and networks, they are frequently the objectives of pimps. Since certain social orders despite everything discover this gathering inadmissible, prostitution turns into their choice for financial endurance. Law authorization offices and officials have a task to carry out too in prostitution. They are the gathering who can control, destroy or add to the issue of prostitution in the

Time Management Essay Example | Topics and Well Written Essays - 250 words - 3

Time Management - Essay Example Chris needed to look for help on time the executives subsequent to flopping in a prospective employee meet-up because of delay. The leader of the talking board was specific to him that they dislike a worker who comes to work late. He in this way got time the executives aptitudes from an administration expert to whom his sibling suggested him. The advisor took him through a progression of exercises on time the executives abilities, for example, arranging and organizing before testing him on the educated aptitudes lastly exposing him to a progression of thorough occurrences that necessary use of the abilities. He was productive in time the executives before the finish of his booked activities. Stacy anyway took in her time the board aptitudes through watching her friend’s capacity in time the executives. She severally visited her companion subsequent to learning of her effectiveness in time the executives and helped the companion in embraced her exercises. It required some inves tment yet she in the long run received her friend’s potential in time the executives (Marquis and Huston, p. 188). It is hard to oversee time in school. This is a result of shortage of time comparative with potential endeavors, for example, going to classes, undertaking individual investigations, and taking an interest in additional educational plan

On Worldviews and Reading Widely

On Worldviews and Reading Widely This post is part of our International Womens Day celebration. See all the posts here. In the last few years, mostly by the influence of the rad community here, Ive made my reading choices 100% more deliberate than they ever were before. In addressing that, Ive read some awesome books that have significantly affected my worldview and broadened my cultural knowledge in ways my anthropology classes during university didnt. And since were talking about this on International Womens Day, Im going to narrow the scope down to a few lady-authored books. Im a teacher. My first couple of years teaching I was in Japan and only generally had to be sensitive to one culture in my students, and this includes naming conventions and pronunciations. Ive always felt that names are important, but it wasnt until I moved back to Miami and started teaching at a school with a much more diverse student body that I came to realize just how. Whenever I meet new students now, the dialogue begins with questions like, Is your name in English or Spanish? or What language do you speak at home?. Theres such meaningful cultural exchange there, and it gives kids the opportunity to share a piece of themselves with me they dont really get asked about by adults often. That and, you know, treating young kids with respect and learning their names correctly has become super important to me as a result of my experiences. One day, I was teaching Kindergarten and I came across a name very similar to that of Ifemelu from Americanah by Chimamanda Ngozi Adichie. I asked the little girl, Are you, or is your family from Nigeria? Her eyes lit up, and she replied that yes, besides her father, all of her family is from Nigeria, and how did I know? Nobody ever figures that, and please let me explain to you what my name means, because I love my name. Im no expert, and this is more than a little bit serendipitous because I had some knowledge from having read that book, but Im taking it. Its one of the most satisfying in-school moments Ive ever experienced thanks to the power of reading books by people who are different from myself. Weve talked about Roxane Gays rad essay collection Bad Feminist before, and how necessary it is to look at race and gender and media portrayal with a critical eye. Its a brave collection, not just because of the general subject matter, but because some of the essays are deeply personal and revealing of the authors life experiences. Bad Feminist, for me, was validating and informative, but then I read Gays An Untamed State,  which took me seriously out of my comfort zone. I cant express enough how deeply affected I was by that book, which is about a woman who is kidnapped in Haiti by a group of people who had demands of her father. Its a difficult and terrifying read, and if youre aware of some of the authors own history, it gets even realer. Sometimes, a cultural exchange or learning about different experiences will be easy. Other times, not so. Sometimes, I dont even have to look far from home for the toughest and realest stories. I recently read Gabi, A Girl in Pieces by Isabel Quintero and was totally blown away by how perfectly well the author captured what the life of a young Latin@ can be like. What it can be like to be a gay teen son or a pregnant teen daughter in a God-fearing Latino household. Or a mom who struggles every day not to fall apart in front anyone from shame or embarrassment, especially not in front of her kids. About a chubby girl who finds her feminism and her voice, and a creative outlet for it in poetry. This book would have helped so many friends through so much frustration when we were teenagers, but its over with now, and hey: Ive got the ability now to get it into as many hands as I can. There are so many people who say that books are just entertainment, and what matters is that the story is good, not the gender/race/background/orientation/culture of the author or main characters. But I reject that way of thinking. Books are a safe way to learn about different people or cultures. Theyre capable of validating your feelings or experiences or help you understand your friends better. And they can be a sturdy hurricane impact window keeping you safe on one side and some terrible things on the other. So yeah, some fools can keep pretending that these narratives arent important, but Ill be over here being a better human and talking up these books that teach me about people who arent just like me. Also In This Story Stream The Women in Science We Don’t Write About Terry Tempest Williams on Women and Books Feminist-Friendly Comic Books Lauren Beukes On Writers and Their Cats Fatima Mernissi, Morocco’s Feminist Icon Sonali Dev on Why She Writes The Heroines She Writes All Around the World: Women Writers from Every Continent 50 of the Best Heroines from Middle Grade Books Between Worlds: Finding Home in Fantasy How to Raise a Well-Read Woman View all international women's day posts-->

Edisons Invention of the Phonograph

Kingship and Leadership in William Shakespeares King Lear...

Kingship and Leadership in William Shakespeares King Lear Jonathon Dollimore (1984) focuses on Lear’s identity throughout the play. ‘What makes Lear the person he is, is not kingly essence, but among other things, his authority and his family. As the play progresses Lear is forced to question his identity. â€Å"Does anyone hear know me?†¦Who is it that can tell me who I am?†. Dollimore believes King Lear is about power, poverty and inheritance. Shakespeare focuses on what happens when there is a ‘catastrophic redistribution of power’. At the start of the play Lear has a rich, powerful and complex social identity. He is King and Patriarch of his family. Being the king he was therefore†¦show more content†¦The last line which Kent speaks here is a one word line; ‘Authority’. This shorter sentence is powerful and it emphasizes and demonstrates the them of kingship and authority in the play, especially in the first act. It is also noticeable that Lear uses the third person (the royal ‘we’) early in the play but later when he realises he is powerless he uses the first person (‘I’, ‘Methinks’). Shakespeare uses this change in language as it reflects Lear’s change is status from a king to â€Å"a foolish old man†. Lear uses his authority to divide the kingdom, yet the king does not even possess this power. The power of the throne could only be passed following the death of Lear, however, he takes on this responsibility of doing so. Lear exercising this non-existent power it the cause of his hardship and turmoil. It causes him and his family their downfall from their status of authority. Regan and Goneril use emotional flattery towards their father in order to gain power and misuse the authority that Lear has given them. Even though the power and responsibilities as king are transferred to Lear’s children, he still wants to retain his recognition as king. â€Å"Only we shall retain The name and th’addition to a king; the sway, Revenue, execution of the rest, Beloved sons, be yours: which to confirm, This coronetShow MoreRelatedPower In Stephen Frears Film, The Queen And Shakespeares King Lear1316 Words   |  6 PagesPolitical authority and power play an extensive role in both Stephen Frears Film, The Queen and Shakespeare’s play, King Lear. Frears explores the theme of power through, Queen Elizabeth II, a hardline traditionalist who is blinded by old world protocols and traditions all but failing to see the transfer in balance of power. Similarly, Shakespeare explores the theme through the protagonist Lear, a king fascinated with grand showings of his sovereignty by staging and arranging situations that praiseRead MoreThe Tragedy Of King Lear Essay1745 Words   |  7 PagesIn William Shakespeare’s play The Tragedy of King Lear, human suffering is exploited through exploring social destruction caused by love, lust, and loss. King Lear’s kingdom is broken down through the excess of love and hate. Behaviors resulting from such emotions becomes tragic fla ws for the characters within the play, as the need for approval disrupts all natural social order, which is then represented by the natural world. The natural world and nature of society become intertwined as the plotRead More William Faulkners Use of Shakespeare Essay5388 Words   |  22 PagesWilliam Faulkners Use of Shakespeare Throughout his career William Faulkner acknowledged the influence of many writers upon his work--Twain, Dreiser, Anderson, Keats, Dickens, Conrad, Balzac, Bergson, and Cervantes, to name only a few--but the one writer that he consistently mentioned as a constant and continuing influence was William Shakespeare. Though Faulkner’s claim as a fledgling writer in 1921 that â€Å"[he] could write a play like Hamlet if [he] wanted to† (FAB 330) may be dismissed asRead MoreEssay The Thought Process of Shakespeares Hamlet4082 Words   |  17 PagesThe Thought Process of Shakespeares Hamlet If Hamlet from himself be taen away, And when hes not himself does wrong Laertes, Then Hamlet does it not, Hamlet denies it. Who does it then? His madness. Ift be so, Hamlet is of the faction that is wrongd; His madness is poor Hamlets enemy. (V.ii.230-235) Hamlets self-description in his apology to Laertes, delivered in the appropriately distanced and divided third-person, explicitly fingers the greatest antagonist of the play†¹consciousness

Conflict of Interest Free Essays

CONFLICT OF INTEREST POLICY Article I Purpose The purpose of the conflict of interest policy is to protect Diamond Cut Loyalty Canine Rescue and Pit Bull Rehabilitation, Inc. ’s (herein â€Å"Organization†) interest when it is contemplating entering into a transaction or arrangement that might benefit the private interest of an officer or director of the Organization or might result in a possible excess benefit transaction. This policy is intended to supplement but not replace any applicable state and federal laws governing conflict of interest applicable to nonprofit and charitable organizations. We will write a custom essay sample on Conflict of Interest or any similar topic only for you Order Now Article II Definitions . Interested Person Any director, principal officer, or member of a committee with governing board delegated powers, who has a direct or indirect financial interest, as defined below, is an Interested Person. 2. Financial Interest A person has a financial interest if the person has, directly or indirectly, through business, investment, or family: a. An ownership or investment interest in any entity with which the Organization has a transaction or arrangement, b. A compensation arrangement with the Organization or with any entity or individual with which the Organization has a transaction or arrangement, or . A potential ownership or investment interest in, or compensation arrangement with, any entity or individual with which the Organization is negotiating a transaction or arrangement. Compensation includes direct and indirect remuneration as well as gifts or favors that are not insubstantial. A financial interest is not necessarily a conflict of interest. Und er Article III, Section 2, a person who has a financial interest may have a conflict of interest only if the Board of Directors decides that a conflict of interest exists. 3. Board of Directors The directors, collectively, of the Organization. Article III Procedures 1. Duty to Disclose In connection with any actual or possible conflict of interest, an Interested Person must disclose the existence of the financial interest and be given the opportunity to disclose all material facts to the Board of Directors relating to the proposed transaction or arrangement. 2. Determining Whether a Conflict of Interest Exists After disclosure of the financial interest and all material facts, and after any discussion with the interested person, he/she shall leave the Board of Directors meeting while the determination of a conflict of interest is discussed and voted upon. The remaining board members shall decide if a conflict of interest exists. 3. Procedures for Addressing the Conflict of Interest a. An interested person may make a presentation to the Board of Directors, but after the presentation, he/she shall leave the meeting during the discussion of, and the vote on, the transaction or arrangement involving the possible conflict of interest. b. The chairperson of the Board of Directors shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed transaction or arrangement. c. After exercising due diligence, the Board of Directors shall determine whether the Organization can obtain with reasonable efforts a more advantageous transaction or arrangement from a person or entity that would not give rise to a conflict of interest. d. If a more advantageous transaction or arrangement is not reasonably possible under circumstances not producing a conflict of interest, the Board of Directors shall determine by a majority vote of the disinterested directors whether the transaction or arrangement is in the Organization’s best interest, for its own benefit, and whether it is fair and reasonable. In conformity with the above determination it shall make its decision as to whether to enter into the transaction or arrangement. 4. Violations of the Conflicts of Interest Policy a. If the Board of Directors has reasonable cause to believe a member has failed to disclose actual or possible conflicts of interest, it shall inform the member of the basis for such belief and afford the member an opportunity to explain the alleged failure to disclose. . If, after hearing the member’s response and after making further investigation as warranted by the circumstances, the Board of Directors determines the member has failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action. Article IV Records of Proceedings The minutes of the Board of Directors’ meeting shall contain: a. The names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible conflict of interest, the nature of the financial interest, any action taken to determine whether a conflict of interest was present, and the Board of Directors’ decision as to whether a conflict of interest in fact existed. b. The names of the persons who were present for discussions and votes relating to the transaction or arrangement, the content of the discussion, including any alternatives to the proposed transaction or arrangement, and a record of any votes taken in connection with the proceedings. Article V Compensation a. A voting member of the Board of Directors who receives compensation, directly or indirectly, from the Organization for services is precluded from voting on matters pertaining to that member’s compensation. b. A voting member of any committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from the Organization for services is precluded from voting on matters pertaining to that member’s compensation. c. No voting member of the Board of Directors whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from the Organization, either individually or collectively, is prohibited from providing information to any committee regarding compensation. Article VI Annual Statements Each director, principal officer and member of a committee with governing board delegated powers shall annually sign a statement which affirms such person: a. Has received a copy of the conflicts of interest policy, . Has read and understands the policy, c. Has agreed to comply with the policy, and d. Understands the Organization is charitable and in order to maintain its federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt purposes. Article VII Periodic Reviews To ensure the Organization operates in a manner consistent with charitable purposes and does not engage in activities that could jeopardize its tax-exempt sta tus, periodic reviews shall be conducted. The periodic reviews shall, at a minimum, include the following subjects: a. Whether compensation arrangements and benefits are reasonable, based on competent survey information, and the result of arm’s length bargaining. b. Whether partnerships, joint ventures, and arrangements with management organizations conform to the Organization’s written policies, are properly recorded, reflect reasonable investment or payments for goods and services, further charitable purposes and do not result in inurement, impermissible private benefit or in an excess benefit transaction. How to cite Conflict of Interest, Essay examples

Legitimate Power

Introduction According to Phatak, power is the ability to influence the outcome of other people’s behaviors. Accordingly, one can only boost power if he/she is able to influence the world around him/her. Legitimate power is one of the important types of powers enjoyed by leaders. Additionally, legitimate power depends on the position a person occupies within an organization.Advertising We will write a custom report sample on Legitimate Power specifically for you for only $16.05 $11/page Learn More For that reason, legitimate power is the power enjoyed by a person by virtue of his position within an organization (Phatak). Ashraf also reiterates that legitimate power is the degree to which a leader uses his juniors to fulfill certain goals. However, the legitimate power concept allows a person to exercise more power than his position permits (Phatak). This scenario occurs when his/her seniors delegate some of their responsibilities to him/her. On th e other hand, a leader can also exercise less power than what is conferred on him/her (Phatak). Accordingly, he can delegate some of his powers to his juniors. Nevertheless, one cannot lead effectively if he or she does not understand the people he is leading. For that reason, all leaders must understand the fundamental principles of organizational behaviour. Furthermore, power can have negative or positive effects on an organization, depending on how it is utilized (Merchant). For instance, good leaders are likely to use power in a manner that produces results. On the other hand, leaders who use power arrogantly or in a domineering manner are likely to encounter resistance from their subordinates. Therefore, they are less likely to produce results. In addition, legitimate power has boundaries, as such, it can only be exercised to a certain extent. For that reason, exercise of legitimate cannot go beyond an employee’s zone of indifference (Hellriegel and Slocum 24). An Overvi ew of Power One cannot fully understand the concept of legitimate power without revisiting the definition of power. According to Phatak, a person is said to possess power when he or she has the capability to influence outcomes and fulfill goals. Merchant also adds that a person can also exercise power unknowingly. For that reason, most people fail to recognize that they possess power. In simple terms, power enables a person to get things done. According to Green, there are several ways in which one can acquire power. Power can be won, given or forcefully taken (Green). To start with, one can compete for power as in the case with elections. Secondly, one can receive power from another person. Finally, one can forcefully dethrone another person from power.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Major Attributes of Legitimate Power Legitimate power is an important aspect in the day t o day running of a busy organization. However, in order to fully understand legitimate power, it is important to know what legitimacy means. In his article, Phatak reiterates that legitimacy is undertaking something without breaking the law. In this regard, the law is the code of conduct that is accepted and unanimously agreed upon by members of an organization (Phatak). Legitimate power, on the other hand, refers to the power a leader enjoys within an organization (Phatak). Therefore, legitimate power refers to the authority a person enjoys due to his or her rank. For that reason, the strength of legitimate power depends on the status of a person in an organization’s power structure (Merchant). Legitimate power is also called positional power (Merchant). Citing Hinkin and Schriesheim, Faeth also states that legitimate power is the ability to make another person feel obligated or responsible. In this case, the leader is indentified by the responsibilities bestowed on him. The refore, a legitimate leader has more rights and responsibilities than his followers. In addition, he has an absolute control over his follower. For instance, subordinates report to managers. On the other hand, a manager allocates responsibilities to subordinates. In addition, a manager has the right to control the behaviors of his subordinates. Interestingly, when a person receives more responsibilities, his legitimate powers increase (Merchant). Powerful leaders, therefore, have more tasks than less powerful ones. Furthermore, in some instances people with legitimate power fail to recognize that they have this type of power (Fuqua, Payne and Cangemi). They are only aware of people who cling on them to fulfill certain goals. Nonetheless, a legitimate leader must find a way of helping his or her juniors internalize the notion that he/she has the right to command them (Ashraf). This act prevents leaders from losing legitimacy. If a leader loses legitimacy, subordinates fail to recogni ze his or her authority. However, if a legitimate leader earns power illegitimately, he is likely to exercise it less effectively (Phatak). In most instances, he abuses this power. A chief executive officer (CEO) is an example of a person who has legitimate power. CEOs acquire power legitimately.Advertising We will write a custom report sample on Legitimate Power specifically for you for only $16.05 $11/page Learn More Consequently, most of them are very competent. Additionally, power should be allocated, depending on the capabilities of individuals involved. Therefore, it is important to understand the concept of personality when allocating legitimate powers. According to Ashraf, personality refers to traits that particular individuals enjoy. Types of Legitimate Power Russ states that there are three types of legitimate power. These types include charismatic, authority and legal powers. Charismatic power is exercised when people obey someone because of his personal attributes. For instance, Jesus and Hitler used charismatic power to attract followers. On the other hand, traditional or authority power is exercised when people are given power to continue a tradition. In addition, this form of legitimate power is exercised to preserve or continue something that binds people together. For example, the queen of England exercises authority over her subjects. Moreover, she holds this leadership position by virtue of a tradition within Britain. In simple terms, members of the loyal family inherit the throne. Lastly, legal or rational power gives leaders the right to give orders and expect them to be followed. Additionally, the offices that these leaders occupy compel people to respect their orders (Russ). For that reason, the success of this power does not depend on a person’s qualities or competencies. Ways of Acquiring Legitimate Power According to Faeth, there are three sources of legitimate powers. These sources include cultur al values, titles and authority by virtue of positions. However, according to Ashraf, one can increase his chances of acquiring legitimate power through several ways. Firstly, one can increase contacts with his seniors. Therefore, displaying one’s potential to the seniors is a sure way of acquiring a leadership position within an organization. Secondly, making presentations on various issues affecting an organization also helps one ascend to power. Oral presentation is an effective way of showcasing one’s ability to lead. Thirdly, one can voluntarily participate in task forces that mainly deal with problem-solving. Problem-solving is one of the useful attributes of a leader. Lastly, legitimate power can be increased through mentoring upcoming leaders. Fuqua, Payne and Cangemi reiterate that nurturing other people’s power help leaders become more powerful.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For that reason, a manager who empowers employees becomes more of a colleague than a boss (Fuqua, Payne and Cangemi). Such a manager relies on his influence, relationship and the respect between him and the employees to prosper. Legitimate Power and Organization Behaviour Running an organization requires an understanding of some basic principles of managing people. For example, an organization consists of employees that require motivation to generate results. Therefore, it is important for managers and other leaders, who enjoy legitimate powers within an organization to understand the fundamental principles of organizational behaviour (Ashraf). Organization behaviour refers to the study of behaviors of individuals and groups within an organization (Ashraf). Additionally, organizational behaviour studies the characteristics of an organization. For that reason, legitimate leaders must fully comprehend the theory of organizational behaviour if they are to govern an organization or a de partment effectively. Globalization has led to a situational in which people with different backgrounds work together. Consequently, most of the organizations consist of people from differently cultural backgrounds. Therefore, unless a leader understands his followers, he cannot influence them in any way. Understanding the behaviors within an organization, therefore, helps a leader develop competencies that help him predict how subordinates are likely to conduct themselves (Ashraf). Consequently, a leader is able to control behaviors of his subordinates. For instance, a leader is able to encourage behaviors that produce positive results and discourage those that do not benefit the organization. Boundaries of Legitimate Power The legitimate power concept allows a person to exercise more power than what is bestowed on him (Phatak). For that reason, his seniors are free to delegate some of their responsibilities to him. Additionally, a leader is free to exercise less power than what is bestowed on him (Phatak). Therefore, he can go below the boundaries of his legitimacy. Accordingly, he can deputize his responsibilities to those below his rank. Delegation of power occurs when a leader feels that he cannot fulfill his responsibilities without assistance. Nonetheless, a person who enjoys delegated authority is accountable to the leader who delegated the authority to him. Delegation of power is also important when an organization wants to indentify, promote and nature new leaders (Ashraf). In other words, delegation can be a tool for uplifting subordinates who show some potential in leadership. This act is referred to as succession planning or legitimating a leader (Ashraf). Succession planning is particularly important when there are plans to change a section of the leadership in an organization. For example, a leader may be retiring, resigning or suspended. However, organizations must have a clear picture of the amount of power that can be exercised at every rank. This enables an organization to determine responsibilities that can be delegated. Consequently, organizations run smoothly when leaders understand their legitimate powers as there is less room for friction. It is worth noting that leaders are given powers depending on their capabilities. Therefore, in most instances, top leaders are more competent than leaders from lower ranks. For that reason, not everything can be delegated. Moreover, too much freedom leads to a situation where people forget the nature of their legitimate power (Phatak). As a result, there is friction and abuse of power. Nonetheless, in some cases, non managerial employees may exercise some legitimate power (Hellriegel and Slocum 23). For instance, a subordinate may be forced to stop working with a machine when safety is violated. A subordinate takes this decision regardless of what a manager thinks. Accordingly, a manager is expected to respect a decision made by the subordinate under such circumstances. Accordi ng to Hellriegel and Slocum, subordinates respond to a leader’s influence when they acknowledge his or her legitimate right to lead them (24). Accordingly, he can tell them what to do without any resistance. Furthermore, a leader who has legitimate power makes decisions in a specific area of responsibilities (Hellriegel and Slocum 24). This area defines the activities under which a leader is expected to exercise legitimate powers on to influence performance. Therefore, leaders who enjoy legitimate powers should stick to their powers. Hellriegel and Slocum reaffirm that the further leaders move away from their specific areas of leadership, the weaker their legitimate powers become (24). In addition, subordinates have a zone of indifference in respect to legitimate powers (Hellriegel and Slocum 24). A zone of indifference refers to the extent to which subordinates will accept directives from leaders without questioning their powers (Hellriegel and Slocum 24). For that reason, l eaders have a certain level of legitimacy. Therefore, if legitimate power is exercised beyond a certain degree, it disappears rapidly (Hellriegel and Slocum 24). For instance, a secretary answers calls, arranges appointments, opens mails or does similar tasks under the directives of a manager. However, a secretary has the right to disobey or question manager’s motives when he orders her to accompany him for a drink. The manager’s request, hence, falls outside the secretary’s zone of indifference. Accordingly, the manager lacks the legitimacy to expect the secretary to comply with his order. Outcomes of Legitimate Power in Organizations People enjoying legitimate powers must adhere to the principle of leadership. Just like any other form of power, legitimate power is exercised in leadership positions. Therefore, legitimate leaders must give guidance and directions to their subjects. This is the only way effective leaders can be differentiated from other leaders o r ordinary people. Leadership in business organizations is formal (Ashraf). Therefore, a single leadership blunder can ruin the targeted outcomes of a business. For that reason, leaders within business organizations must take their position seriously. In large organizations, there are power structures (Phatak). This means that every person or a leader is answerable to higher authority. The only person who is not answerable to anyone is the head of that organization. Depending on how it is exercised, power can have negative or positive effects on an organization (Merchant). For instance, good leaders are likely to use power in a manner that does not threaten the self esteem of the targeted person. Additionally, effective leaders use power in a careful and delicate fashion. Furthermore, legitimate power has several rewards. Green states that compliance is one of major outcomes of most powers exercised in an organization. In addition, legitimate power is one of the types of power that are most likely to produce compliance (Green). Effective legitimate leaders care about their subordinates and avoid actions that make them too dominant (Fuqua, Payne and Cangemi). Consequently, they are able to minimize the inferiority complex within an organization. These leaders, therefore, revert to humble ways of convincing people instead of flexing their muscles. Furthermore, these leaders also take the initiative to get things done. They provide their subordinates with the means and support needed to achieve specific goals. Green adds that in the context of legitimate power, the leader communicates his/her requests verbally or in writing. For that reason, giving arrogant commands makes leaders less effective. Polite requests, on the other hand, produce the desired outcomes. Consequently, subordinates are more likely to comply with the leader’s orders if he or she is more polite and does not exercise more power than he is mandated to. Therefore, an illegitimate request i s likely to be disregarded or resisted. Additionally, a legitimate request should be communicated in a language that a junior understands (Green). Moreover, this should be done in a clear and concise manner (Green). Resistance is an outcome of abused legitimate powers. According to Green, resistance mainly occurs when a legitimate leader tries to use his powers coercively and arrogantly. Therefore, leaders should avoid using powers arrogantly if they want to achieve positive results in their organizations. Arrogance results into unnecessary outcomes such as resentment and anxiety within the workforce. For that reason, coercion should only be used to deter behaviors that are detrimental to an organization. Some of these behaviors include theft, direct disobedience and behaviors that endanger others (Green). It is important for legitimate leaders to deter these behaviors because they might influence the direction an organization takes. Moreover, a bad behaviour worsens when it is tole rated. Conclusion Leaders require power to generate results within an organization. Likewise, a legitimate leader rewards his juniors for their contribution and achievements. Therefore, powerful leaders are judged on their ability to effectively persuade subordinates into fulfilling an organization’s goals (Fuqua, Payne and Cangemi). Therefore, legitimate power, just like any other power, helps leaders influence other people within an organization. However, leaders such as managers are said to have an influence when they use power in a manner that results to a change in other people’s behaviour. Accordingly, effective leaders understand how to use their legitimate powers in a way that fulfills their mandate. To do this effectively, these leaders use networks to enhance the flow of information (Ashraf). As a result, they are able to make their needs and goals clear. In addition, they are also able to bargain effectively for their fulfillment. Therefore, junior workers a re able to accept these leaders as part of them rather than mere sources of authority. Consequently, legitimate leaders are able to direct their juniors to act in a way that fulfils an organization’s goals without any resistance. However, when a leader exercises his powers in an abrasive manner, he fails to utilize the talents of junior members of an organization (Fuqua, Payne and Cangemi). However, a leader can increase his legitimate power by mentoring upcoming leaders within an organization. Therefore, empowering junior workers is a sure way of increasing a person’s legitimate powers. Citing Yukl, Green states that most leaders depend on personal powers than legitimate powers. Nonetheless, legitimate power is still significant to an organization. Legitimate power exercises its influence on subordinates. For that reason, legitimate power determines the direction an organization takes. Works Cited Ashraf, T n.d., Organizational Behavior. PDF file. 25 Nov. 2012.http:// www.unesco.org/pv_obj_cache/pv_obj_id_8E0BBAEF641721A7F5D57B6A549E47F9B2C80100/filename/unit_14.pdf. Faeth, Margaret 2004, Study of the Behavioral Influence Tactics Used by Lay and Ordained Leaders in the Episcopal Church. PDF file. 25 Nov. 2012. http://scholar.lib.vt.edu/theses/available/etd04202004172143/unrestricted/mabfaethdiss.pdf. Fuqua, Harold, Payne Kay and Cangemi Joseph n.d., Leadership and the Effective Use of Power. PDF file. 25 Nov. 2012. http://www.nationalforum.com/Electronic%20Journal%20Volumes/Fuqua,%20Jr%20Harold%20E.%20Leadership%20and%20the%20Effectives%20Use%20of%20Power.pdf?3e3ea140. Green, Dennis n.d., Leadership as a Function of Power. PDF file. 25 Nov. 2012. http://www.uthscsa.edu/gme/documents/LspasaFunctionofPower.pdf Hellriegel, Don, and Slocum John. Organizational Behavior, Ohio: Cengage Learning, 2007. Print Merchant, Paul. n.d. 5 Sources of Power in Organizations. Web. http://smallbusiness.chron.com/5-sources-power-organizations-14467.html. Phatak, Omk ar. 2012. Legitimate Power in Leadership. Web. http://www.buzzle.com/articles/legitimate-power-in-leadership.html. Russ. Weber: Three Types of ‘Legitimate’ Power. 15 Jun. 2012. Web. http://efpow.blogspot.com/2012/06/weber-three-types-of-legitimate-power.html. This report on Legitimate Power was written and submitted by user Hazel Galloway to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.