Influencing styles for effective leadership

1. Influencing Styles For Effective Leadership
The Webinar Will Start Shortly
Wednesday, 13 May 2015 ● 16:30 – 17:30 (UAE)
Ian Moody
Lead Tutor
Chartered Institute of Procurement and Supply
(CIPS)

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3. Your Presenter
Ian Moody
Ian Moody Associates Ltd, Management Consultants
Ian Moody has more than 25 years experience in senior management positions. Ian has set up and developed various
highly profitable companies and has specific experience in creating exit strategy.
His practical knowledge of strategic development and operational management coupled with a strong sales and
marketing emphasis allows Ian’s clients and students to benefit from a ‘real life’ approach to his consultancy and
training assignments.
Ian works as a lead tutor and assessor for CIPS both in in the GCC and at London University
Ian’s core expertise lies in the areas of planning, finance and communication at all levels of the organisation. In addition
to his work with CIPS he is accredited by major international examining bodies such as the ACCA, & ILM and works
throughout Europe, Asia and the Middle East.
He is a Senior Consultant of The Corporate L.I.F.E.™ Centre International, Canada; a world leading consultancy in
Business Strategy & Development

4. Influencing corporate culture
– Acting as exemplars and role models for the values and
behavioural expectations and norms of the culture
– Encouraging examination and expression (and where necessary,
challenging) of underlying assumptions and paradigms
– Expressing the values and beliefs of the culture, through a wide
range of leadership communications
– Encouraging team members (and suppliers) to ‘own’ desirable
values, beliefs and behaviours
– Using human resource management mechanisms or supplier
management mechanisms to reinforce desirable changes
•Leadership has a crucial role in the creation, shaping,
maintenance (and changing) of corporate culture:

5. Power in organisations
– Power is processual:
• It emerges out of processes of interaction in organisations (and supply
chains): how power is gained and used in the on-going ‘game’ of
developing and implementing strategy.
– Power is institutional:
• radical theories of power, such as Marxist theory, insist that ultimately
power is constituted in social and economic structures and
institutions, external to the organisation.
– Power is internal or organisational:
• ‘While processual and institutional views are important, explanations
of power effects within organisations may be incomplete if
determined by power constituted in institutions outside the
organisation, or if the organisation becomes an abstracted “arena” for
the interplay of group processes… Organisations also possess power
capacities of their own.’

6. Forms and uses of power
– Overt power
• obvious, or transparent – through direct tactics such as
physical or economic coercion, autocratic leadership,
logical persuasion or the offering of incentives
– Covert power
• subtle, hidden or implied – through indirect tactics such
as withholding information or excluding someone from
a negotiation or network
– Structural power
• built into the situation, context or relationship

7. Sources of power in organisations
•JRP French and BH Raven identify:
– Legitimate power (or position power)
– Expert power
– Reward power (or ‘resource power’)
– Referent power (or ‘personal power’)
– Coercive power (or physical power)
•Other researchers have added:
– Connection power
– Informational power
– Negative power

8. – Staff authority
• the term given to the expert power of a specialist giving
advice or guidance to others, even though he has no
direct line authority over their activities
– Functional authority
• the term used where an expert is given legitimate
authority to direct the activities of others in the area of
his expertise
Using expert power in procurement
and supply

9. Sources and indicators of power
SOURCES OF POWER INDICATORS OF POWER
Within
organisations
• Hierarchy
• Influence
• Control of strategic resources
• Possession of knowledge and
skills
• Control of human environment
• Involvement in implementation
• Status
• Claim on resources
• Representation
• Symbols
For external
stakeholders
• Control of strategic resources
• Involvement in implementation
• Possession of knowledge and
skills
• Through internal links
• Status
• Resource dependence
• Negotiating arrangements
• Symbols

10. Control in organisations
• Direct control
• E.g. using orders and instructions, direct supervision, rules and regulations
• Standardisation and specialisation (bureaucratic control or planning
systems)
• clear definition (or programming) of the parameters for action
• Influencing
• shaping the way that people think about what they should do, and bringing
their values into line with those of the organisation
• Performance targets and KPIs
• the performance of the organisation is evaluated according to its ability to
meet defined targets
• Self control
• personal motivation is used to influence the quality of employee input and
conduct (control), without direct intervention (flexibility)

11. The power/dependency matrix

12. Power in supply chains
– Disempowering suppliers
– Squeezing suppliers’ profit margins
– Forcing suppliers to pursue unsustainable practices
– Passing ‘top-down’ pressures down the supply chain
– Robbing the buying organisation of the potential benefits
of supply chain input
– Stimulating scrutiny from regulatory bodies, media and
pressure groups
•The use and leverage of buying power by large
global purchasers may have the effect of:

13. Positive uses of power
– Expert power may be used to develop and empower suppliers
and supply chains
– Referent power may be used to share and benchmark best
practice standards, and to secure supply chain emulation of the
buyer’s sustainability standards
– Reward power may be used to exercise responsible influence
over the supply chain, to secure compliance with desired
sustainability standards
– Reward power may be used to develop required capabilities and
sustainability standards in the supply chain
– Reward power may be exercised responsibly by the buying
organisation through fair and sustainable pricing, rather than
price leverage

14. Influencing and negotiation
• Influencing is not a single event or series of events: it
is a continual process.
• Influencing need not be an intentional (or even
conscious) process for either or both parties
• Influencing need not involve conferring, or two-way
presentation of arguments
• Influencing need not end with an explicit joint
agreement.
• Influencing need not involve compromise or
movement by both parties to reach middle ground

15. – Resistance
• Intended influencees position themselves against the
request, and actively attempt to avoid having to comply with
it.
– Compliance
• Intended influencees are willing to do what is requested of
them, but no more.
– Internalisation
• Intended influencees are brought to agree internally with
the request, decision or viewpoint of the influencer
Objectives and outcomes of
influencing attempts

16. Push and pull influencing
A PUSH APPROACH A PULL APPROACH
• Exerting power or authority
• Influencees are fully aware of the
process
• Aimed at securing compliance,
often against the resistance of
influencees
• Persuasion or interpersonal
influence
• If performed effectively,
influencees may not be
consciously aware of the process
• Can secure commitment, if
influencees own the need for
action or change as fitting their
own goals and interests

17. Facilitative communication skills
– The use of questions and answers, to support
information exchange
– Presenting complex arguments in manageable
segments
– Summarising each section of a discussion or
argument, to reinforce understanding
– Asking for feedback, to check understanding
– Sensitivity and flexibility to respond to verbal and
non-verbal signals of where the other party is ‘up
to’

18. Influencing tactics
TACTIC APPROACH
Rational persuasion Logical argument and evidence
Inspirational appeal Appeal to the influencee’s ideals, values and aspirations
Consultation Asking the influencee to participate in planning, or demonstrating
willingness to take the influencee’s ideas and concerns into account
Ingratiation Getting the influencee to think well of you, or to be in a co-operative
frame of mind, before a request is made
Exchange Offering a reciprocal exchange of favours or promising a share of the
benefits
Personal appeal Appealing to personal friendship and loyalty
Coalition Seeking the help of others to persuade the influencee, or using the fact of
their support as a reason for the influencee to agree as well
Legitimating Establishing the objective legitimacy of a request
Pressure Threatening sanctions, or using assertiveness bordering on aggression, to
demand compliance

19. Psychological principles of influence
– Reciprocation
• An individual is usually highly motivated to reciprocate in response to the behaviour of another
individual.
– Commitment/consistency
• Individuals have a strong desire to behave consistently.
– Authority
• People are more willing to follow the directions or recommendations of someone to whom
they attribute relevant authority or expertise.
– Social validation
• Individuals are inclined to see the actions of others – especially others similar to themselves –
as providing guidance for their own decisions.
– Scarcity
• If people can be persuaded that objects or opportunities are scarce, they are more likely to
desire them.
– Liking/friendship
• People prefer to say yes to individuals they know and like.

20. Rapport-building techniques
– Subtly matching or ‘mirroring’ the other person’s posture,
body language and/or volume, speed and tone of voice
– Picking up on the other person’s use of technical words,
colloquialisms and metaphors
– Picking up on the other person’s dominant way of
experiencing and expressing things
– Listening attentively and actively to what the other person
is saying
– Finding topics of common interest, and emphasising areas
of agreement or common ground where possible
– Remembering and using people’s names

21. – Preferred information-processing channels
– Mirroring
– Pacing and leading
– Anchoring
– Mental rehearsal
– Framing and re-framing
– Positioning
– Intentional use of language to shift thought and
behaviour patterns
Neuro-linguistic programming (NLP)
technologies

22. • End of webinar
• Any Questions?
• Thank you for your time