Anthony Dragonetti Peer reviewed by: Michael Berthold Malcolm Campbell English 1102 Profiling Power We, as humans,

strive for and desire social interactions. Through teamwork, cooperation, goals, and numerous other faculties, one can find that more is possible when surrounded by others with similar ambitions. Naturally, we often will become involved in such groups; for benefits, comfort, or support, to name a few reasons. Of course, any time more than one individual is involved with something, there can be a development of a hierarchy. For various reasons, such as personality, motivation, goals, and perhaps even physical attributes, one can find themselves easily placed within a position of respect and influence amongst their peers. Similarly, there are also traits that can be had that yield one to be ignored, subordinate, disrespected, and ultimately seen as lesser. Of course, having a hierarchy in itself may not necessarily be a bad thing, as it provides structure for a group to work with and find constancy in. Rather, the utilization of it has the biggest impact on a groups cohesion and success. Intrinsically, as group behaviours are not necessarily reliable in conveying how individuals think or feel in the group, the individuals themselves must be considered; In essence, are there specific aspects of people who find themselves installed into a position of power within a group? What about their being or personality makes them be put into these positions, in respects to both their individual character and the desires of others? What causes people, in contrast, to not desire or not be desired to be in power? As many can point out, when there is a correlation present with data or observations, there is not necessarily a causation as well. These points are not advocating that these features will increase the likelihood of achieving higher influence and power, but are presenting observations that may have an inclination to promote the possibilities of obtaining power. The !
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Anthony Dragonetti Peer reviewed by: Michael Berthold Malcolm Campbell English 1102 most concrete way to create this profile is to analyze physical traits. Height One major characteristic that is a common occurrence in positions of authority is height. At face value, a physical trait such as height would seem to have little consequence in respect to abilities or productivity. However, a survey conducted in 2005 found that, of approximately half of the CEOs of Fortune 500 companies, it was found that the average CEO was 3 inches taller than the average American man (at approximately 59). Furthermore, it was estimated that 30 percent of these CEOs were at least 62 in height. Is this a coincidence, or perhaps does this come as a result of societal approval and expectations? Of course, the argument can be made that, if one is given greater opportunities, power, and access to happiness (which is not to say that happiness and success are inseparable), that can promote ones health and allow one to become generally bigger in stature. However, its also quite possible that simply being tall creates a predisposition to being put into positions of power. From a biological, and perhaps evolutionary, standpoint, theres the idea that humans innately prefer those taller and bigger in stature, assuming they are healthier and stronger. Furthermore, from a societal perspective, ones manifest height alone could potentially influence their overall potential. Much like a confident personality, height will assist in gaining attention from others, which can result in one being more memorable through standing out. In the process, ones abilities, ideas, and contributions will likely be at the forefront of an observer or peers mind when compared to those who may behave similarly. As a result, those who are taller may be exposed to more opportunities by having greater acknowledgement. !
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Anthony Dragonetti Peer reviewed by: Michael Berthold Malcolm Campbell English 1102 Temperament To achieve desires with others involved, one would presumably have to be capable and directing, inspiring, or convincing others to become involved. As such, it is safe to say that, of traits necessary to lead, certain aspects of ones temperament can contribute. In researcher Jon Howells writings, there are many common traits shared amongst those who find themselves in leadership positions. For starters, in order to support and follow an idea or goal, most find comfort in having solidarity and stability in their work. In order for this to be realized, the leader would have to marshal with similar ideals; in this sense, confidence and drive. To have confidence is to show acceptance and trust in any task, which others can draw from and emulate. Its likely that, if one were to have to follow someone who seemed anxious and weary of some opinion or motive, a sense of distrust would arise. As the leader would seem unsure and ignorant of whatever it was they would be advocating, the followers would abandon their positions as a result. In order to successfully sustain followers loyalties, one would have to exude a sense of awareness and understanding in a belief or goal. Charisma While showing confidence helps contribute to leading, being able to engage with followers is also of paramount importance. In order to follow an individual, one would presumably desire someone who they find relatable. To find someone relatable would grant greater appreciation for who they are and what they desire, promoting higher empathy and understanding. In comparison, it would be like examining a picture of yourself; if you see someone who has similar virtues or goals, it would be farcical to not support an endeavour that !
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Anthony Dragonetti Peer reviewed by: Michael Berthold Malcolm Campbell English 1102 you wish to undertake as well. While its not a direct comparison, as no two people would have the exact same desires and motives, one can still find comfort in similarities. However, in order for one to gain this sort of support, the effort would have to be made to not only put ones self out there for critique or analysis, but actions would also have to be done to get the point across to others. In essence, a leader would have to engage in their followers and convey what they think or feel, as well as why the followers should care. To do this, a charismatic person has an advantage, as they have a greater capacity to work with others, present their thoughts (with confidence, as mentioned previously), and to figure out what people would like to hear, think, or feel (which can obviously have its negatives, if abused). By being charismatic, a leader can also have those supporting or following him or her feel as if they belong, as he or she will presumably prove (or convince) others that they are similar in nature to this supposed individual. By being surrounded by like-minded people, as well as being directed by someone like-minded, one who is supporting this leader will find greater comfort, which in turn will allow the leader to be more successful.
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