Influence without authority - ITMPI

Editor's Notes

• #12: Brian Matthew Krzanich is the Chief Executive Officer of Intel. He was elected CEO on May 2, 2013, concluding a six month executive search after incumbent CEO Paul Otellini announced his resignation in November 2012.
• #17: http://apps.fwp.mt.gov/commed/publictesting/fwptest
• #22: Winning influence without authority requires maximizing the usage of personal power, since using position power is either not available or inappropriate. Those who do have position power will opt to use personal power, to avoid the negative interpretation of position power especially in the modern organizaiton where we rather have people do things that they want to rather then because they have to.
• #23: 3 fundamentals for influence without authority
• #32: עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
• #34: 3 fundamentals for influence without authority
• #36: 1. "Great Man" Theories: Have you ever heard someone described as "born to lead?" According to this point of view, great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders. Great man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. Trait Theories: Similar in some ways to Great Man theories, trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. For example, traits like extraversion, self-confidence, and courage are all traits that could potentially be linked to great leaders. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. There are plenty of people who possess the personality traits associated with leadership, yet many of these people never seek out positions of leadership. 3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation. 4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective. 5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. 7. Management Theories: Management theories, also known as transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of transactional leadership. 8. Relationship Theories: Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.
• #37: Coersive least effective effects flexibility reduces sense of responsibility erosion of pride (rewards system) undermines motivation diminished clarity and commitment “How does any of this matter?” (p. 82) Authoritative enthusiasm and vision hallmarks most effective re. climate maximises commitment defines standards through vision clear rewards freedom to be self-initated and flexible Affiliative “People come first” (p. 84) value individuals above tasks and goals builds emotional bonds marked effect on levels of communication flexibility increases through trust positive feedback offered “masters at building a sense of belonging” (p. 84) emotional honesty use in conjunction with authoritative style Democratic  time spent on gathering team ideas and consequently effecting buy-in builds trust, respect and commitment flexibility and responsibility are built high morale realistic about accomplishments as a result generates new ideas for realisation of the vision Pacesetting use sparingly negatively impacts climate second-guessing of the leader’s intentions results lack of feel of trust - diminished flexibility and responsibility no feedback given commitment suffers Coaching  “more like a counselor” (p. 86) team members lead to identifying their strengths and weaknesses and aspirations encourage long-term thinking agreements made about roles and responsibilities lots of instruction and feedback delegate research shows used least often “impact on climate and performance are markedly positive” (p. 87) constant dialogue required effects communication levels which effects all areas of climate delivers “bottom-line results” (p. 87)
• #38: Flexibility – that is, how free employees feel to innovate unencumbered by red tape; their sense of responsibility to the organization; the level of standards that people set; the sense of accuracy about performance feedback and aptness of rewards ; the clarity people have about mission and values; finally, the level of commitment to a common purpose
• #39: 5-38
• #40: עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
• #41: עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
• #43: 3 fundamentals for influence without authority
• #46: Pierre Case Insead 1994
• #50: Lets assume you are in a meeting – you are PM action oriented, joining you are Quality Control, HR and Marketing – each representing a communication style – since we think we are rational – but we are basing our decisions on emotions, (reptilian and mammal brain) – the context to assess and analyze is already in place once the HR person sees the PPT – so you’ve lost him the minute you have the first bullet saying – Results, objectives etc. he is already agaisnt on a very primal level – even if he can’t put a name to the reason behind this!
• #52: עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
• #53: 3 fundamentals for influence without authority
• #57: http://apps.fwp.mt.gov/commed/publictesting/fwptest