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The Law of Influence in Leadership

law of influence in leadership

According to Maxwell (2007), the ability to lead is the aspect that determines the effectiveness level of an individual. The leadership ability of any individual is a determinant of the effectiveness and the size of impact that can be realized in a given organization. Having the dedication to success without the abilities of good leadership represents a flawed situation. The ability to influence in leadership coupled with this kind of dedication is believed to yield significant results. In his article, Maxwell (2007) establishes five common myths concerning leadership.

Maxwell (2007) claims that there is a misunderstanding: 1) between leadership and management as referring to the same and one thing; 2) entrepreneurs are naturally born as leaders; 3) knowledge in its entirety forms the ability to lead; 4) pioneers should be leaders owing to the fact that they stay ahead of the crowd and; 5) that an individual’s position connects directly with leadership. A leader cannot be defined by the claims they make, their credentials or title. True leadership can only be realized through the influence that a person has and how other individuals are willing to follow.

It is refuted that leadership and management are synonymous. Any proposition held concerning leadership and management as being synonymous hinders the organizational and individual innovation and creativity. Leadership is a function of management, but making restrictions to leadership to the scope of management cannot leverage a significant organizational capital. Bateman and Snell (2004) clearly reiterate that management is the efficient and effective use of resources and people directed at achieving the goals of organization. Looking down upon individuals’ leadership, outside ranks of management is a failure to realize the potential impact of crucial resources. Effectively leveraging leaders outside management needs a healthy culture of organization that supports and develops the establishment of such individuals (Byrne & Bradley, 2007).

Individual and national cultures are drawn from the personal values of individuals and encompass the responsibility of effective management leadership and excellent organizational performance (Byrne & Bradley, 2007). The ability to influence and lead effectively has become highly significant in sustaining a competitive advantage and anchoring the performance of business organizations.

Leadership Success

Every leader wants to establish what makes individuals successful. Observation and research shows that difficult skills of specialized, data-analytical, technical and quantitative knowledge are significant in the start of a career, although soft skills of relationship building, political savvy and influence are crucial in terms of the success that comes later. This is particularly in leadership. This has been inherent in technology organizations, which are highly populated with very intelligent individuals, who have basically been rewarded for their intelligence in solving problems and seem to think their work speaks for them.

Customers usually engage everybody in analyzing the selection results and those termed as developmental and coaching evaluations of their individuals to assist them to get the maximum-attainable return on their training and developmental dollars. The conducted psychological research assessments have shown that persuasion and ability to influence are affected by poor skills of communication, marginal self-presentation, inability to be assertive, shyness and introversion.

Neubert et al. (2008) conducted a study to test a model, where the regulatory emphasis of employees at work reconciles the influence that leadership can have on the behavior of an employee. The study was conducted in a nationally representative group of 250 employees over two periods of time; the prevention focus reconciled the relationship of starting structure to deviant behavior and in-role performance, whereas promotion emphasis mediated the relationship of creative behavior and servant leadership. The findings indicated that while initiating structure as well as servant leadership shares some kind of variance in describing other variables, each style of leadership incrementally gives a prediction of the results after having control over the other style and tendencies of disposition. It was found out that leaders occupy influence positions within business organizations in a manner, in which their behavior is observed readily.

Influence Through Communication

The international journal of business and management in June 2011 included an article by Rachid Zeffane, Syed Tipu and James C. Ryan, "Communication, Commitment, and Trust: Exploring the Triad," (as quoted by Cummings, 2013). Zeffane et al. (as quoted by Cummings, 2013) reviewed past studies on such topics based on data collected from a survey including 244 employees from Australia in medium-sized companies. The general findings showed that commitment and trust are normally maintained and forged through communicating effectively. This provided evidence-based factors for managers longing to understand the manner, in which communication influences engagement and trust.

As reported by Cummings (2013), the view of effective communication with the senior staff in management provided a robust effect on the trust climate of the company. Furthermore, when channels of communication start to deteriorate, misrepresentations and misunderstandings exist and a climate of mistrust prevails. The ability of the manager to listen, communicate in advance and lead had the robust effect on the organizational commitment of employees. In terms of the study, it was also reported that the ability to build and promote trust relationships required senior managers to communicate as directly and honestly as possible with their subordinates, specifically in times that are uncertain.

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Most importantly, building trust is a substantially crucial factor for any leader that is looking to make influence and achieve success. Communication has been termed as the tool that has been used every day to understand and build rapport with all people in the surrounding. It has also been useful in promoting trust. By mastering the communication nuances, leaders can excel, because the level of trust increases and makes them more influential. Causing influence in the organization results in yielding great fruits for companies. These business organizations are largely dependent on trust and not force. The presence of trust existing between individuals does not directly mean that there is a liking for each other. It implies that there is an understanding between them. For leaders, taking responsibility to build relationships is a pivotal necessity. It is one of the most essential duties that must be realized.

Conclusion

As presented in various studies (Batman & Snell, 2004; Maxwell, 2007; Neubert et al., 2008), the concept of leadership has moved from a coercion point of view to the one that can influence. The efficacy of leadership must be felt through the leadership practice in realizing the goals and objectives of the organization. Modern organizations require managers, who are also leaders in order to energize and mobilize workers, leveraging the communal brainpower to realize organizational goals. The manager with the potential of a leader realizes the extension of duties and responsibilities in orchestrating and coaching. The value of such skills continues to increase well in the coming future. There is a very significant difference between strategic leadership and supervisory leadership. Being strategically placed in leadership would go a long way in giving a purpose to the company. Most importantly, being effective in leadership requires an individual to have the dedication to success, while at the same time have the ability to lead and influence. Character describes the leader, and many people would feel the efficacy of a leader, who has a deep character. The ability to build relationships cannot be overlooked. This ability would produce both individual and organizational development in leadership.