Influence Processes: A Leadership Analysis
Leadership & Ethics for Managers
June 1, 2008 Abstract
A leader’s ability to influence and motivate followers is a crucial skill that effective leaders must possess. This is why organizations allow leaders to control many of the operational functions of the organization. By controlling several key operational components, the leader is able to direct and institute change throughout the organization. The purpose of this paper is to analyze leader influence models and present the practical implications of their use. Influence Processes: A Leadership Analysis
In order to be an effective leader, a leader must be able to influence followers to comply and …show more content…
The chart below highlights the different leadership influence models that are employed by three of the top CEO’s in the technology business sector.
Influence Method Steve Jobs Bill Gates Michael Dell
Direct decisions Micro-manages (Elkind, 2008, March; Morris, 2008, March). Semi delegates and promotes creativity (Rooney, 2001, November). Highly delegates decisions and encourages innovation (Anonymous, 2005).
Allocation of resources Complete control, hands on (Elkind, 2008, March; Morris, 2008, March). Solicits ideas and then decides course of action (Rooney, 2001, November). Solicits ideas and values team inputs for decisions (Anonymous, 2005).
Reward system Controls rewards: Cancelled bonuses and handed out stock options (Elkind, 2008, March). Rewards top performers by publicly granting them his approval (Pascal, 1995, April). Brief thanks and limited focus, teamwork emphasized (Park & Burrows, 2003, November).
Selection and promotion of other leaders Hand picked inner circle (Elkind, 2008, March). Selects leaders based on skills (Faletra, 2006, June). Promotes best performers and demotes those who fail to meet high standards (Park & Burrows, 2003, November; Anonymous, 2005).
Role modeling Poor role model due to selfish and unethical behaviors (Elkind, 2008, March). Works hard and encourages innovation (Jai, 1994, November). Demands honesty and