Transcript Creative Leadership

Influence & Leadership
Define Power and Influence


Power is the ability to bring about
change in one’s psychological
environment.
Influence is the use of power to bring
about change
Influence is the ability to get others to
freely endorse or embrace your ideas
and initiatives
Zones of Influence

Direct Control

Indirect Control

No Influence
Steps to Influencing




Clarify your goals and priorities
Identify stakeholders in the situation
that you need to influence
Analyze your “base of influencing” with
each stakeholder
Identify the strategy to be used
Identify Stakeholders
Supporters
Blockers
Active
Champion
Resistor
Passive
Silent Booster
Avoider
An influence model for leadership
Leader
Behavior
Follower
Responses
Power and
Influence
Tactics
Commitment,
Compliance,
Resistance
Leader
characteristics
Style
End Result
Group effectiveness
Follower Performance
Follower satisfaction
Nine influence tactics likely to be
relevant to a manager’s effectiveness





Rational Persuasion
Inspirational appeal
Consultation
Ingratiation
Exchange




Personal Appeal
Coalition
Legitimating
Pressure
Influence Tactics
Inspiration - making a request or proposal that
inspires enthusiasm by appealing to a target’s
values, ideals, and aspirations, or increasing
the target’s confidence that he or she can do
the requested task.
Consultation – seeking a target’s participation in
planning a strategy, activity, or change for
which the target’s support and assistance are
desired, or modifying a proposal to deal with
the target’s concerns and suggestions.
Influence Tactics
Rational Persuasion - Using logical arguments
and factual evidence to persuade a target
that a proposal or request is worthwhile.
Ingratiation – Attempting to put a target in a
good mood or to think favorably or you
before making a request.
Personal Appeal – Appealing to the target’s
feelings of loyalty and friendship to influence
the target to do something unusual or extra
as a special favor.
Influence Tactics
Exchange – Influencing a target to do
something in exchange for a special favor or
benefit.
Pressure – Using demands, threats, frequent
checking, or persistent reminders in an
attempt to influence a target to carry out a
request.
Influence Tactics
Legitimizing – Seeking to establish the
legitimacy of a request by claiming the
authority to make it or by verifying that it is
consistent with organizational policies, rules
or traditions.
Coalition – Enlisting the aid or endorsement of
other people to influence target to do what
you want.
How is the effectiveness of a
tactic determined?





Is it consistent with social norms and
role expectations
Does leader have approprited power
base
Will tactics influence followers’ attitude
The leader’s skill in using tactic
How much built in resistance because of
the nature of the request
Effectiveness of Influence
Strategies
Source
Resistance
Compliance
Commitment
Legitimizing
Inspiration
Rational
Persuasion
Consultation
Ingratiation
Personal Appeal
Exchange
Pressure
Consequences for Managers of Using Single Influence Tactics, Academy of Management Journal, 1992
Effectiveness of Influence
Strategies
Source
Resistance
Compliance
Commitment
Inspiration
0%
10%
90%
Consultation
18%
27%
55%
Rational
Persuasion
47%
30%
3%
Ingratiation
41%
28%
31%
Personal Appeal
25%
33%
41%
Exchange
24%
41%
3%
Pressure
56%
41%
0%
Legitimizing
44%
56%
0%
Consequences for Managers of Using Single Influence Tactics, Academy of Management Journal, 1992
THE WORK OF LEADERSHIP
Assignment –






How can a leader establish a context for change or create one?
What are some of the conflicts that organizations deal with that
are reflected in competing or seemingly competing values,
norms or goals and how can a leader deal with them?
Discuss the leaders roles in letting an organization feel pressure
and stress vs. trying to minimize or eliminate it?
How do leaders get conflict out in the open without losing trust
of employees?
How do leaders get workers to take responsibility for actions
and decisions instead of waiting to be told what to do or just
bringing the problem to the leader?
Discuss leadership as learning – what does this mean and how
can you manage this when the organization demands results?