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Creative Leadership by jennyyingdi


									Influence & Leadership
Define Power and Influence
   Power is the ability to bring about
    change in one’s psychological
   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

          Silent Booster    Avoider
       An influence model for leadership

  Leader                  Follower
                                        End Result
  Behavior                Responses
    Power and
                          Commitment,    Group effectiveness
     Influence            Compliance,   Follower Performance
      Tactics             Resistance    Follower satisfaction

Leader            Style
Nine influence tactics likely to be
relevant to a manager’s effectiveness
   Rational Persuasion       Personal Appeal
   Inspirational appeal      Coalition
   Consultation              Legitimating
   Ingratiation              Pressure
   Exchange
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
Pressure – Using demands, threats, frequent
  checking, or persistent reminders in an
  attempt to influence a target to carry out a
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
   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
   Source                 Resistance              Compliance             Commitment
   Personal Appeal

Consequences for Managers of Using Single Influence Tactics, Academy of Management Journal, 1992
       Effectiveness of Influence
   Source                 Resistance              Compliance             Commitment
   Inspiration                     0%                    10%                     90%
   Consultation                   18%                    27%                     55%
   Rational                       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
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?

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