As a member of communication team, I have seen my leader demonstrate legitimate power and reward power. For example, in the first case of power, we all developed a strong perception that our leader could give us orders because of the position that she held of being a communication director. The fact that our leader ordered us to complete all pending tasks (Davenport & Early (2010), we ensured that we comply with such orders. Even though she was tough in ordering us, she was also committed to giving rewards to any member who performed well. Of course, she could praise some of us or improve work hours. I think the use of power of rewards motivated u performing our duties. I think project managers can adopt this type of power to ensure they provide more working hours and giving work of praise to those that perform well.
Having two points of influence play a key role at the place of work. Imagine being a manager that uses power to reward and power to punish. In case the manager requests employees to perform a given job, it is definitely that they are likely to perform the job (Wold, 2012). They might do this even if they understand that the manager might not reward them. Therefore, the fact that a manager can use two sources of influence is important in making employee complete roles.
I could use expert power to lead a global team. Krause (2015) explains that such a power comes from leaders that have skills and knowledge. I can use my knowledge to understand that leading a global project team requires someone who acknowledge diversity among team members. Of course, communicating to such a group would require that I have ability to discern their communication channels and cultural backgrounds in terms of what motivates them.
Influence and manipulation are different. Jant, et al (2014) refer to influence as getting others do what we would like them do for us. While manipulation involves controlling others to our advantage. While influence is ethical at the workplace, manipulation is unethical and unfair.
Any group whose members comes from around the globe implies that such members different in terms of their cultural backgrounds. Such member might differ in their values, language, race, gender, norms, or skills (Rawat & Basergekar, 2016). Hence, advantages would come because of increased productivity, build synergy among members and enhance communication skills, gain an improvement on how to solve problems, and improvement in reputation.
Success of any complex project would depend very much on a diversified group from around the work. Of course, such advantages might vary. For example, a complex project would call for sharing of ideas and skills on ways to solve occurring problems or challenges. Diversified group increased the level of creativity because of heterogeneous members. Such a group would have members that are willing to share some of the complex experiences they have gone through. Furthermore, a complex project would depend on problem solving nature of such members and way of communication. In overall, I think that such advantages would not be different.
I would use different tools and techniques to facilitate my communication among my group members. For instance, I could use verbal communication. This technique will help members project their emotions and intentions. Everyone will get a chance to give own opinion on the subject. I would also send out emails to specific members in case I want them to clarify something. This could also be useful when I need to communicate to some members at odd hours and when I cannot get in face-to-face contact. I could also use some of the digital media such as slack to share documents and discussions, Skype for conferencing, and Dropbox for file sharing.
While at the same time, I would also use a project board to capture the amount of work planned, in progress, and completed. Some of the tools could include PivotalTracker to help teams collaborate and focus on important things alone. A basecamp tool will also assist dispersed members share any archived conversations of a project.
Davenport, J., & Early, J. (2010). The Power-Influence Dynamics in a Consultant/Client Relationship. Journal of Financial Service Professionals, 64(1), 72-75.
Jant, E. A., Haden, C. A., Uttal, D. H., & Babcock, E. (2014). Conversation and Object Manipulation Influence Children's Learning in a Museum. Child Development, 85(5), 2029-2045.
Krause, D. E. (2015). Four Types of Leadership and Orchestra Quality. Nonprofit Management & Leadership, 25(4), 431-447. doi:10.1002/nml.21132
Rawat, P. S., & Basergekar, P. (2016). Managing Workplace Diversity: Performance of Minority Employees. Indian Journal of Industrial Relations, 51(3), 488-501.
Wold, C. (2012). Climate change, presidential power, and leadership: "we can't wait". Case Western Reserve Journal of International Law, 45(1/2), 303-359.