Influence is critical in leadership. In the book Understanding Influence for Leaders at all Levels, Professor Nick Forster contributes the abovementioned chapter and profiles five (5) sources of organisational influence: personal; positional; expert; reward; and, coercive. His findings, based on a large study involving 750 proponents, is telling:
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Key Learnings
Key Learnings
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It is granted in the article that expert power (correct data, information etc) is a cogent influencer for managers. Predictably, coercive power is very limiting in its effectiveness and should be used sparingly. Intrinsic motivation in influencing people is underscored powerfully when we recognise that ‘friendliness and assertiveness’ and ‘forming coalitions with others’ (both of personal power) featured second and third highest as most effective and production power and influence strategies. Bargaining and negotiation skills are also highly valued. Personal and expert power are the predominant strategies used by effective leaders.
It is granted in the article that expert power (correct data, information etc) is a cogent influencer for managers. Predictably, coercive power is very limiting in its effectiveness and should be used sparingly. Intrinsic motivation in influencing people is underscored powerfully when we recognise that ‘friendliness and assertiveness’ and ‘forming coalitions with others’ (both of personal power) featured second and third highest as most effective and production power and influence strategies. Bargaining and negotiation skills are also highly valued. Personal and expert power are the predominant strategies used by effective leaders.
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Relevance
Relevance
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We’ve all been coerced and it never feels good--at times it’s called for, but we ought to use it rarely. Information, provided it’s accurate, timely, and relevant is crucial to business, in fact, life. Facts speak for themselves. The most endearing power of influence however must be ‘personal.’ Nothing beats friendliness and going an extra mile for a colleague. I firmly believe that if we do to others what we’d have them to us, there’d be a lot more leadership shown as the law of reciprocity defeats conventional wisdom. The other forms of influence have their place, however, and the discerning leader will use positional, reward, and coercive power to the advantage and achievement of overall team goals.
We’ve all been coerced and it never feels good--at times it’s called for, but we ought to use it rarely. Information, provided it’s accurate, timely, and relevant is crucial to business, in fact, life. Facts speak for themselves. The most endearing power of influence however must be ‘personal.’ Nothing beats friendliness and going an extra mile for a colleague. I firmly believe that if we do to others what we’d have them to us, there’d be a lot more leadership shown as the law of reciprocity defeats conventional wisdom. The other forms of influence have their place, however, and the discerning leader will use positional, reward, and coercive power to the advantage and achievement of overall team goals.
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Plans for engendering the development of all sources of power of influence should be developed, but only the personal and expert powers should be honed. Each employee should be skilled in using information correctly and positioning themselves to relate well with colleagues, customers, and other stakeholders.
Plans for engendering the development of all sources of power of influence should be developed, but only the personal and expert powers should be honed. Each employee should be skilled in using information correctly and positioning themselves to relate well with colleagues, customers, and other stakeholders.
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Reference: Australian Institute of Management, Understanding Influence for Leaders at all Levels (Sydney: McGraw-Hill, 2005).
Reference: Australian Institute of Management, Understanding Influence for Leaders at all Levels (Sydney: McGraw-Hill, 2005).
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