Leading Others

Abstract

This note presents an overview of some fundamental characteristics of influencing others. The note begins with French and Raven's classic taxonomy of sources of influence and then adds a description of Bradford and Cohen's influence-without-authority model, including the interpersonal currencies. The note highlights the importance of seeing others as allies and of presenting oneself as an ally to others. Finally, the note introduces four characteristics of effective leadership language: clarity, respect, stimulating, and congruent.

Excerpt

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LEADING OTHERS

You have to look at leadership through the eyes of the followers and you have to live the message. What I have learned is that people become motivated when you guide them to the source of their own power.

—Anita Roddick, Body and Soul

Leadership eventually comes down to influencing others. Even with a strategic vision and skills in managing change, leaders must know how—and be willing—to influence others. This note will deal with the north-west axis of our basic leadership model, the relationship between leaders and followers. Our definitions of power and leadership, (see text boxes below), along with the discussion of levels of influence (behavior, conscious thought, and VABEs), compel us to consider how we might think about influencing others at Level Three.

Power is the ability to get others to

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Keywords: change, management of, leadership, alternative business issue or setting