The Art of Influencing: Strategies and Techniques for Effective Leadership
In this article, Dr. Jeanne Michalski explores the concept of influence as a crucial aspect of effective leadership. The author explains the different zones of influence, including direct and indirect control and areas where there is no influence. Moreover, the article provides specific steps for enhancing one's ability to influence, such as clarifying goals, analyzing stakeholders, and developing effective strategies.
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PowerPoint presentation about 'The Art of Influencing: Strategies and Techniques for Effective Leadership'. This presentation describes the topic on In this article, Dr. Jeanne Michalski explores the concept of influence as a crucial aspect of effective leadership. The author explains the different zones of influence, including direct and indirect control and areas where there is no influence. Moreover, the article provides specific steps for enhancing one's ability to influence, such as clarifying goals, analyzing stakeholders, and developing effective strategies.. The key topics included in this slideshow are influence, leadership, strategy, stakeholders, goals,. Download this presentation absolutely free.
1. Influence & Leadership Jeanne Michalski, Ph.D.
2. Influence is the ability to get others to freely endorse or embrace your ideas and initiatives
3. Zones of Influence Direct Control Indirect Control No Influence
4. 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
5. Identify Stakeholders Champion Resistor Silent Booster Avoider Supporters Blockers Active Passive
6. Influence Strategies Inspiration - making a request or proposal that inspires enthusiasm by appealing to a targets values, ideals, and aspirations, or increasing the targets confidence that he or she can do the requested task. Consultation seeking a targets participation in planning a strategy, activity, or change for which the targets support and assistance are desired, or modifying a proposal to deal with the targets concerns and suggestions.
7. Influence Strategies 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 targets feelings of loyalty and friendship to influence the target to do something unusual or extra as a special favor.
8. Influence Strategies 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.
9. Influence Strategies 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.
10. 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% Legitimating 44% 56% 0% Coalition 53% 44% 3% Consequences for Managers of Using Single Influence Tactics, Academy of Management Journal, 1992
11. THE WORK OF LEADERSHIP
12. Assignment Groups of 6 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 fell pressure and stress vs. trying to minimize or eliminate it? Is this always appropriate? 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 brining the problem to the leader? Discuss leadership as learning what does this mean and how can you manage this when the organization demands results?
13. Leadership consist of having a vision and aligning people with that vision is bankrupt