"In the past a leader was a boss. Today’s leaders must be partners with their people.. they no longer can lead solely based on positional power." -Ken Blanchard, American Author and Management Expert, Ken Blanchard books and media//

The traditional role of a manager is that of being the boss. He is given authority by virtue of title, rank or tenure within an organization. He is responsible for ensuring that the work gets done, according to established means or standard operating procedures. He is the man-in-charge, and what he says goes. Why? Because he said so.

Sound familiar? If you work in established fields that embrace hierarchical management structures and regimented work environments, then it probably does. On the other hand, if you work for a start-up company with few experienced managers and a general lack of direction, then it might be nice if someone in charge would clearly define expectations more often.

Most of us have worked for a traditional manager who relies heavily on positional power as a primary means of motivating employees. The problem is that the motivation is rooted in fear: fear of losing ones job; fear of being demoted; fear of failure; fear of financial retribution; or, fear of physical or mental harm.

Modern leaders understand that they cannot simply 'bark' orders at employees, especially if they want them to appreciate their job, remain engaged and develop in their role. The use of personal power - or influence - is a much more effective strategy. When managers embrace personal power more than positional power, it communicates a willingness to partner with employees, and it creates an environment in which they feel valued and respected.

Work environments that perpetuate the use of positional power are often plagued by turnover, decreased productivity, lack of innovation and an absence of teamwork. Not only are workers disgruntled, but also managers feel dissatisfied by a perceived laziness among subordinates. As a result, productivity declines and company profits goes down with it.

Does this mean that a manager should never utilize positional power? Absolutely not. Workers need managers to be clear when setting direction, explaining processes, establishing boundaries and communicating specific goals and objectives. There is nothing worse than working for a leader who fails to clearly articulate expectations and/or desired results.

Managers should use positional power when communicating the 'what, when and why' of a task or project. They may go too far, though, when the 'who, where and how' are mandated in every situation. Partnering with subordinates, and listening to their suggestions, is one way that a manager can increase productivity, transcend the role of boss and start to be viewed as a leader.

For example: let's say that your work group is charged with redesigning the company website. A 'leader' would explain the scope of the project; when it is supposed to be completed; and, what success looks like, as defined by the company. Then, she would solicit feedback from the group on a variety of topics, including: who should complete specific tasks; where the majority of the work could be done (home, office, group setting); and, how new technologies might enhance the process and/or improve results. The leader creates an environment in which employees are involved, engaged and motivated, so they are much more likely to be committed to success and exceeding expectations. From a company perspective, this means increased productivity and higher potential profits.

As companies evolve, grow and change, the traditional role of 'boss' is becoming a thing of the past. Modern leaders cannot rely on the use of positional power to achieve goals and maximize results. They must use a combination of position and personal power to motivate employees through means other than fear.

Partnership is a key element of personal power - it transfers a portion of the authority in the decision making process from the leader to the employee. This shift away from hierarchical control of all things encourages the increased growth and development of both the employee and the leader. Everyone is more satisfied, and, in return, the company realizes benefits ranging from higher profits to decreased turnover to improved talent development.

Modern companies need less bosses and more leaders. Do you work for a boss or leader? Please feel free to leave a comment and share your thoughts and experiences.

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