This paper examines the sources of power held by members of a human resources team tasked with implementing a Human Resource Information System (HRIS). Drawing on concepts such as legitimate, reward, referent, expert, informational, and network power, the paper identifies each team member's influence base and explores how their titles and positions shape team dynamics. Using the Situational Leadership Model, the paper characterizes the team's development level as D4 (self-reliant achiever) and recommends an S4 delegating leadership style. It also addresses conflict resolution through compromise and outlines specific steps — including communication, progress monitoring, and feedback — to ensure the team meets its deadline. A subsequent shift to an S1 directing style is proposed to maintain accountability.
The individuals within the team each possess a distinct form of power that enables them to influence the rest of the group. First, Harry Starker possesses legitimate power. Legitimate power originates from a person's role or position within an organization (Bal et al., 2008). Individuals comply with appeals made by such persons because they recognize the legitimacy of the position, regardless of whether they personally support those appeals. In this case, Janna also holds a source of legitimate power by virtue of having worked for two decades within the company and thoroughly understanding its history (Bauer and Erdogan, 2009).
Second, Tanisha Downey possesses reward power. Reward power is the capability to provide rewards — such as salary increases, benefits, and lucrative job opportunities. As Director of HR, Tanisha has the ability to grant promotions and pay raises.
The third member, Rachel Cohen, possesses informational power. This type of power stems from having access to information that others need. As noted, Rachel is the person to consult when something needs to get done; she understands the organization and its key players (Bauer and Erdogan, 2009).
Sammy Bassanova, the fourth team member, possesses referent power. Referent power originates from a person's personal qualities and characteristics — specifically, the degree to which others admire, respect, and aspire to be like that individual. Sammy's referent power derives from his personable manner and his ease with American professional culture.
Jacqueline Chirac possesses expert power. Expert power originates from skills and specialized knowledge. Jacqueline is highly knowledgeable about the business, its markets, and its internal stakeholders. She also has extensive knowledge of European employment law (Bauer and Erdogan, 2009), has practiced HR for more than two decades, and holds a legal background as a trained attorney.
Finally, as VP of HR for the enterprise, the team leader possesses both network power and informational power. This power originates from a broad social network throughout the organization — connections that were, in fact, instrumental in attaining the current position (Bauer and Erdogan, 2009).
The different titles and positions held by team members have a meaningful influence on team dynamics, both internally and externally. The Directors of Human Resources for the Southern, European, and Western European operations are positioned to ensure that all employee records and HR information can be accessed from the relevant regional offices, enabling smooth integration into the HRIS.
As an attorney, Jacqueline Chirac can provide legal advice and guidance related to the incorporation of the HRIS into the organization. Her familiarity with European employment law is particularly valuable in setting up the new system. Harry Starker and Rachel Cohen, having been with the organization for twenty and fifteen years respectively, can provide indispensable institutional knowledge and a comprehensive understanding of organizational history.
As VP of HR, the team leader plans to employ a participative style of leadership. By sharing authority, expertise, and influence, the aim is to foster innovation, motivation, and momentum within the team — all of which will be critical to ensuring the HRIS goes live within six months. The team's combined skills and competencies position them to be a source of mutual inspiration and creative problem-solving.
With the exception of Sammy Bassanova, who has been a director for approximately two years, all other members of the team — including the team leader — have more than five years of human resources experience. This reflects not only a high level of competence and proficiency, but also strong commitment to the organization.
In accordance with the Situational Leadership Model, the team's development level is best characterized as D4 — the self-reliant achiever. This designation is appropriate because the team members demonstrate both high competence and high commitment to the organization.
In accordance with the Situational Leadership Model, the most fitting leadership style for this team is S4 — delegating. This style is appropriate because all team members bring extensive and comprehensive experience in human resources and possess a strong understanding of the organization's history and culture. As a result, they do not require coaching or close direction, given their existing knowledge and expertise in the field (Bass and Stogdill, 1990). S4 is therefore selected because it is reasonable to delegate responsibilities to these individuals with confidence that tasks will be completed efficiently and competently.
"S4 delegating style recommended for experienced team"
"Compromise approach chosen to balance competing concerns"
"Communication, monitoring, and feedback as key steps"
"Shift to S1 directing style to maintain accountability"
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