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Influence tactics of leaders
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  • 1. Influence Tactics of Leaders
  • 2. Influence
    • Is defined as
    • “ a force one person (the agent) exerts on someone else (the target) to induce a change in the target, including changes in behaviors, opinions, attitudes, goals, needs and values”
    • “ The ability to affect the behavior of others in a particular direction.”
  • 3.
    • To influence, a leader uses strategies or tactics, actual behaviors designed to change another person’s attitudes, beliefs, values or actions.
    How to influence?
  • 4. Power
    • The concept of power often evokes negative impressions. For example, referring to the use of power can infer that people are being dominated, manipulated or coerced.
    • Power is the ability to bring about change in one’s psychological environment.
    • Power is the potential or capacity to influence.
  • 5. INFLUENCE MODEL Power and Influence Tactics Commitment, Compliance, Resistance Group effectiveness Follower Performance Follower satisfaction Leader Behavior Follower Responses End Result Leader characteristics Style Situation
  • 6. Influence tactics
    • Rational Persuasion
    • Inspirational appeal
    • Consultation
    • Ingratiation
    • Exchange
    • Personal Appeal
    • Coalition
    • Legitimating
    • Pressure
  • 7. Influence tactics
    • Consultation
      • Need your support so will seek your assistance or modify your proposal to get it.
      • Reward, coercive or legitimate
    • Rational Persuasion
      • Logical arguments and factual evidence
      • Expert Power
    • Inspirational appeal
      • Arouse enthusiasm by appealing to values ideals and aspirations
      • Referent power
  • 8. Influence tactics
    • Ingratiation
      • Get you in a good mood before asking you for something
      • Reward Power
    • Exchange
      • Quid pro Quo
      • Reward Power
    • Personal Appeal
      • Appeals to your feelings of loyalty and friendship
      • Referent or Reward Power
  • 9. Influence tactics
    • Coalition
      • Get someone else to persuade you to comply
      • Use someone else’s support as reason for you to comply
      • Coercive Power
    • Legitimating
      • Claims to have the authority to get you to do something
      • Verifying its in the policy manual, rules or practices and traditions
      • Legitimate Power
    • Pressure
      • Use demands threats or persistent reminders
      • Coercive Power
  • 10. Effectiveness of a tactic?
    • Is it consistent with social norms and role expectations
    • Does leader have appropriated 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
  • 11. Essentially Ethical and Honest Influence Tactics
  • 12. Essentially Dishonest and Unethical Influence Tactics a person's tendency to deceive and manipulate other people for their personal gain
  • 13.
    • Tactics that create favorable follower attitude.
      • Consultation, inspirational appeal, rational persuasion.
    • Tactics that result in compliance without changing attitudes—coercion and manipulation.
      • Pressure, legitimating, some coalition building
    Effectiveness of tactics
  • 14. Sequencing of Influence Tactics Begin with the most positive, or least abrasive tactic If necessary, proceed to a stronger tactic Use a more abrasive tactic such as upward appeal only as a last resort Begin with low-cost, low-risk tactics
    • If necessary, proceed to higher-cost, higher- risk tactic
  • 15. Implicit leadership
    • Implicit leadership theory refers to beliefs held about how leaders behave in general and what is expected of them (Eden & Leviathan, 1975).
    • Prototypes are positive characterizations of a leader.
    • Ant prototypes are traits and behaviors people do not want to see in a leader.
  • 16. Implicit Leadership Theory Dimensions
  • 17.