Original subtitles

Good afternoon. I am Dick Worley and currently enrolled in Project Management

840, Development as a Project Leader.

This is my narrated brief submission for Positional vs.

Personal Power.

In the course of this presentation, I will discuss the following.

Characteristics of Positional Power and Personal Power and some of the key

distinctions.

Utility of these types of power in leading projects which may be better

in three ways I can possibly improve my personal power.

I have depicted a few descriptors of both positional and personal power.

Positional power is more of a formal power that is given based on an

organizational structure.

It is based on your position and authority.

Employees must follow your directions.

It is transactional in nature.

Employees do X so they can receive Y.

Positional power is very task -driven and uses coercive power to accomplish

mission. For example, complete these tasks or there will be consequences.

Personal power is more character and reputation -based.

Based on the mutual respect and admiration, employees are inspired to

your lead.

It is grounded on a shared vision for the project and the organization and the

leader's ability to inspire and influence others.

A reverent power.

Personal power and positional power are useful when leading projects, but a

strong and influential personal power has the most utility.

It is more effective long -term and it greatly assists in team building,

embraces positive and constructive feedback and engagement across sections

subject matter areas, and most importantly, it fosters a commitment to

goal. A known positional power is useful and will at a minimum ensure initial

buy -in based solely on your hierarchy and the organization, and identify you

a decision maker.

Research and thought below are a few ways I can improve my personal power.

Be more open to learning and feedback.

As a leader, I have a tendency to rely on the status quo and not continue to

learn and grow in my field.

Focus on concise and clear guidance and tasking.

Throughout my career, I've relied upon the subject matter experts that work on

my team.

And occasionally, I can provide vague guidance, assuming they are aware of the

requirements when they may not be.

And my biggest shortcoming regarding personal power is my lack of

enthusiasm when I have little interest or passion for the project. This can

definitely negatively affect the team.

I have discussed the characteristics of positional and personal power and how

they blend.

Their applications in utility and project management.

and three methods to improve my personal power.

Thanks for your time. I look forward to the dialogue.