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PM Essence
Editor’s Note  
SoumenDe
Dear Friends,
 
Greetings from PMI Bangalore India Chapter!
 
Last months' news coverage on two personalities accentuated the value of “credibility” and the different shades of “power” that a person responsible for any top job can opt to use. PMBOK provides, coercive power, reward power and legitimate power as different types of “Formal Power”. 
 
The other and more effective type of power is “Personal Power” which comes from expert power and referent power. Appointment of Gajendra Chauhan as chairman of the Film and Television Institute of India (FTII), sparked massive protests by students at the institute last month. The students were well supported by several leading film personalities. In response to the many questions raised by them the chairman was reportedly unfazed and expressed interest to continue unless the authorities which appointed him felt otherwise. Leading film personalities felt the chairman needs to have the required vision which can only come by having and demonstrating specialized knowledge required for making cinema including knowledge of world cinema and modern editing process. It was very clear that the chairman has only Formal Power to execute the assigned responsibility. As we know any leader needs the help and support of people to execute the vision, and if the leader's dominant style is “Formal Power”, the results and motivation of people will soon slow down. In contrast, the nation lost one of the greatest and most respected leader last month. Coming from a very humble background, Late Dr. APJ Abdul Kalam, rose to the highest office of the country and stamped a profound impact on people from every segment of the society. Dr. Kalam had spent nearly four decades as a scientist and science administrator at DRDO and ISRO and shaped the India's civilian space program and military missile development program. Having demonstrated credibility, he was using a perfect blend of expert power and referent power to execute his vision. That was the reason why he got so much respect and whole hearted support from each and every one he worked with. He was modest to the core and combined the honesty of a child with the energy of a teenager and the maturity of the adult. For the former personality, the credibility was questionable while for the later, the credibility was unquestionable. When knowledge and credibility drives the vision, execution discipline and passion, the leadership endures and changes the world for the good. That is when, the moral authority prevails over formal authority and free flow of respect and support from each and every one happens. If you are a true leader, you need not tell that to your team. They would already know and unhesitatingly work for you. Margaret Thatcher, who was the first female leader and served three terms as Prime Minister of Great Britain probably echoed the same thought through this quote:
“Being powerful is like being a lady; if you have to tell people you are, you aren't”.
 
Happy Reading.
Thanks and Best Wishes,
Soumen De, PMP
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Technology Support : Sekar Parasuraman, PMP
Editorial Board
Murali Santhanam, PMP
Namita Gupta, PMP, PMI-ACP
Rama K, PMP, PMI-ACP
Shikha Vaidh, PMP, PMI-ACP
Soumen De, PMP
Sujata Sahu, PMP