Leadership Power and Influence in the Workplace

The paths to prevention of workplace aggression emphasizes empowering workers through compassionate leadership. Employees who feel empowered will maximize their effort, output, and contribution while simultaneously decreasing aggressive tendencies and reducing the propensity for workplace aggression within the organization. The issue of empowering employees seems particularly important when we consider the positive effects that charismatic leaders have on their shakers of the world, daring to challenge the status quo and empower their followers to perform beyond normal expectations.

The majority of studies have demonstrated the positive impact of leadership on organizational effectiveness. However, there has been no research examining whether there is less workplace aggression in the presence of a charismatic leader. There is research suggesting that charismatic leadership is negatively related to harmful behaviors in the workplace. For example, transformational leadership was negatively associated with safety accidents; charisma is a large component of transformational leadership.

Leadership

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Psychological empowerment can reduce workplace aggression because it increases employees' perceptions of fairness at work. It has been suggested that when employees are psychologically empowered they feel they have a voice in shaping and contributing to the practices and policies of the organization.

Leadership Power and Influence in the Workplace

Power in the workplace has traditionally been defined as force, dominance, assertiveness, strength, invincibility, and authority. However, power and leadership are being redefined. No longer are we comfortable equating leadership with force, and power with dominance. In forward-thinking corporations, power is shift requires a commitment and a plan of action.

Throughout history, leadership has been critical to performance, to success and to the greater good. The leader is often perceived as a solitary, charismatic figure similar to a movie star. People behind the scenes are often not acknowledged, despite the fact that all play critical roles.

The distinction between the leader and others is not a gender distinction. Women can rise to leadership positions, as long as they understand how. The women finally band together to create a force the leader is unable to reckon with. They take over their workplace and create an environment in which they and others thrive.

All of us, both men and women, face similar challenges every day: how to bring our leadership ideas, voice and talents into the world without stepping all over others. How to exercise our talents in a world with other talented executives through fair and honest interactions and dynamics, without one-upping, stepping all over each other's toes deceptively undermining, intimidating, taking credit from others success, or self promoting.

In the climb up the leadership ladder we need to find ways to move up to the next level. How we influence others along the way will determine how we climb. How do we use our power and influence in ways that create support around us?

Learn how to positively influence. The meaning of influence ranges from the dominant and authoritative, to the more important and significant. At one end it is being influential because of fear.

Leadership Power and Influence in the Workplace

David Hale, is the CEO & Founder of DHI-Communications, a full-time Inbound marketing consultancy specializing in assisting businesses with harnessing the awesome power of search engine marketing to dramatically increase their online visibility, generate greater site traffic and how to convert subscribers to paying customers.

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Foundations of Leadership III - Adaptability and Flexibility

Your ability to show adaptability and flexibility is essentially a part of your emotional intelligence - in fact, you may develop this trait as you advance in leadership, but why wait? Adaptability and flexibility shows your team and your superiors that you can act in a way that encourages change at all times, in a way that makes it seem as if you hardly noticed the bumps. A great leader can be many things, but most great leaders do not fall apart when change and adversity show up. Let's talk about ways to show adaptability and flexibility.

First, you must act with confidence in day-to-day challenges. In the corporate world, we've probably all seen managers who spend most of the day in a bad mood, cursing every change that comes his or her way. By simply smiling and taking it on the chin, you can show your team that the everyday stuff is not going to keep you from moving forward. This self-confidence will instill confidence in the team - they'll feel comfortable knowing that you will react positively to even the biggest challenges.

Leadership

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Confidence is one thing, but how about the action? When multiple demands appear, don't be the leader that shuts down. You've got to show first that you're willing to deal with multiple demands. This could mean that you welcome interruption during your workday or maintain an "open door" policy anywhere, from home to work. Then you've got to show that you're able to deal with multiple demands. Your ability will show if you know when to delegate, when to prioritize, and when to stop everything and handle the problem in front of you. Again, your team will gain confidence from your willingness and ability.

Foundations of Leadership III - Adaptability and Flexibility

We cannot discuss challenges and multiple demands without addressing shifting priorities. Let's face it: some organizations thrive on starting out in one direction and ending up in another. It may be due to market conditions, competitors, or indecisive upper management - but whatever the cause, you should react appropriately to shifting priorities. What is an appropriate reaction? Look at it as a challenge and show it to your team as such. Commend the energy and drive of the group and insist that the same energy be shifted to the new priority. Don't let the team see you sweat a new priority, either. Be confident in their ability to handle it and offer assistance as things move forward.

Ambiguity is another issue that will show your adaptability and flexibility. Many people do not function well in unclear situations, and leaders are not immune to this disability. As a leader, it's your duty to bring organization to chaos, to make roles and the path forward clear when things are a bit cloudy. This is where your spirit of innovation and entrepreneurship will be useful, as well as your ability to lead courageously and ask for further vision or direction. If you're the one who sets the vision, be clear about it even if the area of execution becomes unclear.

One of the best things to remember about adaptability and flexibility is that you must operate outside of your comfort zone. We've talked about this in courageous leadership - you may have to act when you're slightly uncomfortable, listening to that inner voice or summing up the facts that are in front of you. But here's another secret: when you've got to adapt, bring your team into the picture. We all have different skills and an unclear situation will give you the opportunity to rely on the skills of your team.

How can you show adaptability and flexibility every day? In family situations, take some time to go with the flow - ruling a family as a Type A is probably not a good idea, so prove that you can be flexible. Community organizations test our adaptability and flexibility every day: they are the best example of shifting priorities and multiple demands. Take the time to show that you can handle it by taking on new assignments or delegating when it's necessary.

If you demonstrate that you are motivated, inspired, and able to act during constraints, frustrations, obstacles, and changes, your team will have no trouble following.

Foundations of Leadership III - Adaptability and Flexibility

Copyright 2007-2008 Bryant Nielson. All Rights Reserved.

Bryant Nielson - National Corporate Sales Trainer - assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for many sales organizations. Bryant's 27 year business career has been based on his results-oriented style of empowering.

Subscribe to his blog at: http://www.BryantNielson.com

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Leadership Model For A 21st Century Health Care Organization

There is a growing trend for leaders to break the old autocratic model of leadership to newer models using the concepts of shared and participatory leadership. With the every increasing complexity of health care delivery and the new skilled work force, leaders will have to communicate in an atmosphere where a reaching organization objective is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future the landscape of health care organization will become more decentralized, which will promote agility, proactivity, and autonomy. Future leaders may move away from singular roles to shared leadership networks that may themselves alter the foundations of the organization. The demands for shared leadership or leaders shifting roles on teams will continue to increase. Health care organization will foster the development and empowerment of people, building teamwork and shared leadership on all levels. The leaders of the future will be guides, asking for input and sharing information. Telling people what to do and how to do it will become a thing of the past (Bennis, Spreitzer and Cummings, 2001). In the 21st century the dynamics of health care will offer leaders who have the ability to motivate and empower others a platform to maximize an organization human resources. Leadership will have to be committed to encourage a two way communication in which the vision meets both the organizations objectives and the employee's needs. This assignment will develop a leadership model for the 21st century that addresses the role of commitment model of shared and participatory leadership in health care organizations.

Commitment model of leadership

Leadership

Fullam, Lando, Johansen, Reyes, and Szaloczy (1998) suggest effective leadership style is an integral part of creating an environment that nurtures the development of an empowered group. Leader effectiveness is simply the extent to which the leader's group is successful in achieving organizational goals (Fullam et al., 1998). In the 21st century health care organizations will need leaders that are committed to developing employees in a team environment. In an environment where leadership is transferable according to objective commitment leadership has a shared purpose. Kerfoot and Wantz (2003) suggested in inspired organizations where people are committed and excited about their work, compliance to standards and the continual search for excellence happens automatically. In these organizations, compliance continues when the leader is not present. This type of leadership requires the team leader to use all available means to create three conditions among individuals: (a) shared purpose, (b) self-direction, and (c) quality work. Leaders who create commitment among their employees believe in creating a shared vision that generates a sense of shared destiny for everyone (Kerfoot & Wantz, 2003).

Leadership Model For A 21st Century Health Care Organization

Involving others in leadership is a unique process which is deeply rooted in individuals believing they are a part of the process of meeting organizational objective and purpose. Atchison and Bujak (2001) suggest involving others in the process is important because people tend to support that which they help to create. People resent being changed, but they will change if they understand and desire the change and control the process. Sharing information promotes a sense of participation and allows people to feel acknowledged and respected (Atchison & Bujak, 2001 p. 141).

Toseland, Palmer-Ganeles, and Chapman (1986) suggest when individual leaders cooperate and share their expertise and skills, a more comprehensive decision making process can be achieved rather than when leaders work independently. For example, in a geriatric team, a psychiatric nurse may lead a group focused on heath concerns, a social worker may lead a therapy group, or a mental-health therapy aide may lead a structured reality-orientation group (Toseland et al., 1986). Shared commitment form the leadership in the future will help to develop, coordinate, and integrate the complex and ever changing health care setting for the 21st century.

Respect for authority and work ethic

Haase-Herrick (2005) suggested shared leadership gives the opportunity to enhance or build trust among individuals. Leadership is mobilized around refining the roles of individuals creating positive health practice environments that support the work of the group (Haase-Herrick, 2005). Leadership ability to lead a team in ways that build morale and reinforce work ethics empowers others to perform to their potential in a group. Leadership is the ability to lead individuals towards achieving a common goal. Leadership builds teams and gains the members shared commitment to the team process by creating shared emotion within the group (Pescosolido, 2002).

Collaboration among leaders in health care

There are new models that are emerging which add a new perspective on how to produce effective collaboration within leadership. Wieland et al., (1996) discussed transdisciplinary teams in health care settings, where members have developed sufficient trust and mutual confidence to engage in teaching and learning across all levels of leadership. The collaborating is shared but the ultimate responsibility for effectiveness is provided in their place by other team members. The shared responsibility for example might be a situation where clinicians on a team each serve in a leadership role regardless of their particular disciplinary expertise (Wieland et al., 1996). The shared commitment model of leadership allows for the independence and equality of the contributing professions while pressuring team members to achieve consensus about group goals and priorities. It is important to emphasize the importance of collaboration in a complex and changing health care environment. The focus on the primary purpose for partnership of leaders will ultimately rest on the shared belief in meeting organizational goals though a collaborative effort. Atchison and Bujak (2001) suggest it is important to reemphasize the importance of keeping everyone informed on the primary purpose of achieving success though a collaborative effort. Clarifying expectations and specifically illustrating how proposed changes are likely to affect the participants is important in achieving commitment leadership (Atchison & Bujak, 2001)

Leadership competency on all levels

The ability to lead in the 21st century requires leaders to be competent in motivating and empowering others to perform to their maximum potential. According to Elsevier (2004) leadership is the ability to lead a team or number of individuals in ways which build morale, generate ownership and harness energies and talents towards achieving a common goal. The leadership competency is all about motivating and empowering others while accomplishing organizational objectives. Leadership is the vehicle in which the vision is clarified though the encouragement of two-way communication on all levels of the organization (Elsevier, 2004).

Leaders in the 21st century will have to be competent in identifying change as they occur and encourage others to adjust to those changes for the mutual benefit of achieving objectives. Elsevier (2004) suggest leaders will have to be comfortable with change because which change comes new opportunities for collaboration among followers and peers (Elsevier, 2004). Improving the results of change initiatives while making sure those changes are fully understood will be a priority for leaders who choice to lead by commitment leadership.

Leadership as a changing agent

Longest, Rakich and Darr (2000) suggest organizational change in health care organization does not occur absent certain conditions. Key are the people who are catalysts for change and who can manage the organizational change process. Such people are called change agents. Anyone can be a change agent, although this role usually is played by leadership. Change agents must recognize that any organizational change involves changing individuals. Individuals will not change with out motivation introduces by the changing agent. The changing agent must create a body of shared values and attitudes, a new consensus in which key individuals with in an organization reinforce one another in selling the new way and in defending it against opposition (Longest, Rakich and Darr, 2000). As health care organizations change in the 21st century successful leaders must have the skills that are necessary to make change possible with in teams of individuals. Longest, Rakich and Darr (2000) suggest one of the important category of change is team building or team development, which "remove barriers to group effectiveness, develop self sufficiency in managing group process, and facilitate the change process (Longest, Rakich and Darr, 2000). A leader who leads by commitment must seek to minimize the resistances to change by building a consensus of objectives with in the organizations culture.

Conclusion

Leadership in the complex health care environment in the 21st century will need individuals to be committed to the promotion of team effectiveness. Sarner (2006) suggest leadership is a "power- and value-laden relationship between leaders and followers who intend real changes that reflect their mutual purposes and goals." In plainer language, leadership is the dynamic that galvanizes individuals into groups to make things different or to make things better -- for themselves, for their enterprise, for the world around them. The essential components of leadership have remained more or less constant: intelligence, insight, instinct, vision, communication, discipline, courage, constancy (Sarner, 2006). In the 21st century leaders must know how to gather, sort, and structure information, and then connect it in new ways to create clear objectives that satisfy both the organization and individuals needs. The important skill that can be learning during this process of leadership is the ability to listen to colleagues and collaborators for the sole purpose of foster a shared consensus. In order to communicate a vision in the future a commitment leader must work with others and sometimes defer some part of the leadership process to ensure organizational objectives are achieved.

References

Atchison, T. A. & Bujak, J. S. (2001). Leading transformational change: The physician-executive partnership. Chicago, IL: Health Administration Press.

Elsevier, R. (2004). Leadership and change orientation. Competency & Intelligence 12(2), 16-17. Retrieved October 8, 2006 from http://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod

Haase-Herrick, K. (2005). The opportunities of stewardship: Leadership for the future. Nursing Administration Quarterly, 29(2), 115-118. Retrieved March 23, 2006, from Ovid Technologies, Inc. Email Service.

Kerfoot, K., & Wantz, S. (2003). Compliance leadership: The 17th century model that doesn't work. Dermatology Nursing, 15(4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index

Longest, B., Rakich, J. S. & Darr, K. (2000). Managing health services organizations and systems (4th ed.) Baltimore, MD: Health Professions Press, Inc.

Pescosolido, A. T. (2002). Emergent leaders as managers of group emotion. The Leadership Quarterly 185(2002), xxx-xxx. Retrieved October 5, 2006 from http://www.unh.edu/management/faculty/ob/tp/Emergent%20Leaders%20as%20Managers%20of%20Group%20Emotion.pdf

Sarner, M. (2006). Can leadership be learned? FastCompany.com Retrieved October 8, 2006
from http://www.fastcompany.com/articles/archive/msarner.html

Toseland, R. W., Palmer-Ganeles, J., & Chapman. D. (1986). Teamwork in psychiatric settings. National Association of Social Workers, Inc. Retrieved May 29, 2005, from [http://www.apollolibrary.com/srp/login.asp]

Wieland, D., Kramer, J, Waite, M. S., Rubenstein, L. Z., & Laurence, Z. (1996). The interdisciplinary team in geriatric care. The American Behavioral Scientist. Retrieved May 1, 2005, from [http://proquest.umi.com/pqdwebindex=1]

Leadership Model For A 21st Century Health Care Organization

Bio- Dr. Gilton C. Grange

Dr. Gilton Grange's formal education includes a Doctorate of Philosophy in Health Administration from the University of Phoenix, A Master of Public Administration from Long Island University and A Bachelor of Arts degree fro State University of New York at Buffalo. . Dr. Grange has 12 years extensive experience in the Health Care arena and currently has concentrated his efforts in grant writing and grant development for organizations that seek to grow their businesses. Dr. Grange's company BridgeBuilder Consortium provides services in proposal writing, management and costing for firms and organizations bidding on government contracts and grants. Dr. Grange has a book call The Effectiveness of Interdisciplinary Team Dynamics in a Behavioral Environment the book that focuses on multi-disciplinary teams in an organizational construct.

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What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

It was when I was out for an early morning run, or more a jog nowadays, that the following thoughts came to me for a letter, or even a brief short concise article.

The Royal Bank of Scotland had just announced massive losses, and we were being informed of long established Banks and Financial Institutions crumbling and collapsing across the world.

Leadership

It is not so much a financial collapse as the disappearance of morality and Christian foundations on which many of these banks and institutions were originally founded. The consequences of greed and mismanagement and corruption, and misleading people to take on more debt than they could ever repay, has led us into a crisis from which we will take years to recover and some may never recover.

What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

There are those who are carrying such a burden of guilt that the only way out for some may be to commit suicide, which is really self-murder.

If you know of anyone who, if only for a brief moment contemplates suicide, do whatever you can to help or get help to that individual. Help is available and suicide is never the answer, no matter how enormous the problem or how heavy the burden.

What was the nature of the words that came to me? Let me get back to that letter, because it deals with the root cause of the current crisis: SIN! This picture demands a different type of leadership to emerge.

Imagine the scenario in some financial boardroom. My thoughts were centred on the Royal Bank of Scotland, and I have been a customer with that bank for over forty years.

Come, let us build a tower. Let us build the biggest tower that has ever been built. We will get bricks from other places. We will acquire other banks so that our bank will be the biggest and tallest in the world.

Our tower will be taller than anyone else's and we will make a name for ourselves.

What will we call our tower? What about calling it Babel? No, that has been done before.

I know. We will take away these three strong words and call it RBS! We will put these letters everywhere: on rugby pitches and race tracks and tennis courts and everyone will recognise our tower.

But what if it becomes too tall and it topples upon people! People? What are people?

Our concern is the tower.

Sandy Shaw

What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

Sandy Shaw is Pastor of Nairn Christian Fellowship, Chaplain at Inverness Prison, and Nairn Academy, and serves on The Children's Panel in Scotland, and has travelled extensively over these past years teaching, speaking, in America, Canada, South Africa, Australia, making 12 visits to Israel conducting Tours and Pilgrimages, and most recently in Uganda and Kenya, ministering at Pastors and Leaders Seminars, in the poor areas surrounding Kampala, Nairobi, Mombasa and Kisumu.

He broadcasts regularly on WSHO radio out of New Orleans, and writes a weekly commentary at http://www.studylight.org entitled "Word from Scotland" on various biblical themes, as well as a weekly newspaper column.

His M.A. and B.D. degrees are from The University of Edinburgh, and he continues to run and exercise regularly to maintain a level of physical fitness.

Sandy Shaw
sandyshaw63@yahoo.com

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Leadership Styles - Autocratic Leadership

An autocratic leader is one who makes unilateral decisions, meaning to say, deciding based on his own judgment and does not invite opinions from others. Also known as a dictator, his words are, metaphorically speaking, law to those under his charge, to be obeyed without debate. Though not always so, an autocratic style of leadership is commonly used alongside transactional leadership, with the enlistment of punishment. In many cases, in order to instill unquestioning obedience to the decision of the autocratic leader, harsh punishments may be meted out. This may be to instill fear or merely to signal to the team what action is appropriate and what is not.

The autocratic leadership model is successful in the sense that it allows for snap decision making. Unlike a democratic or free rein style of leadership, the autocratic leader has centralized decision making power, and is able to swiftly set a direction for the team to follow in times of emergency. This is opposed to the endless bureaucracy that may come with a democratic style of leadership, evident in the White House.

Leadership

In a war, military commanders employing this leadership style may prove to be invaluable, and could make the difference between life and death. In the battlefield, what is often needed is not the most well thought out solution, but the quickest solution, even if it has some loopholes. Commanders in the army will agree that being paralysed in the battlefield is one sure way to see the entire platoon or even company wiped out in minutes. Rather than being embroiled in thorough discussions as to which should be the next course of action, what may well secure the victory is having one leader to stand up and lead the way. In his book Blink, Malcolm Gladwell demonstrates that a battalion fighting based on the snap decision of a commander would win another battalion fighting with the help of elaborate information providing technology.

Leadership Styles - Autocratic Leadership

However, this is not to say that autocratic leadership is always suitable in all situations. Crucially, we must realise that by relying on one to make all the decisions, things could go radically wrong if the decision happens to be the wrong one. It would be putting all the eggs in one basket; if the basket falls, all the eggs will crack. Also, we should understand that in most cases the opinions of more than just one person matter. As part of the team, every member has the responsibility and entitlement to contribute to the decision making process. By leaving the all aspects of the decision to the leader, the rest of the team could be seen as not fulfilling their responsibility or not given their entitlement. From the viewpoint of a transformational leader, the autocratic leader is purely task focused, and does not consider about value adding to the development of his team.

Examples of famous autocratic leadership include the Qin Shi Huang from the monarchy in ancient China, Adolf Hitler of the Nazi era in Germany, Benito Mussolini from fascist France and Joseph Stalin and Mao Zedong from communist Soviet Union and People's Republic of China respectively.

Leadership Styles - Autocratic Leadership

Lucas Lin is a renowned expert in the field of leadership and management. Having held leadership positions ranging from management executive to operations manager, Lucas is in the prime position to offer advice on leadership and consulting services to leaders across the hierarchy. His years of experience in leadership render his advice highly sought after. Having served in leadership positions in various organisations, including a country club, a school and the military among others, Lucas developed an intimate knowledge of value-based leadership, which can be applied to all vocations.

Visit Lucas Lin for Timeless Leadership Lessons at http://leadership-lessons.com

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3 Sources of Leadership Power

The three most important sources of power for a leader in an organization that can best be used to increase the effectiveness of an organization while enhancing empowerment and a sense of control of the employees are legitimate, referent and expert power.

Most organizations are hierarchical in nature. If the title of the leader reveals a higher level in the organization it is very likely that the employee will be greatly impacted by the comments and/or opinions of this leader. It would be a rare individual and perhaps one with a short career in an organization which would not pay any attention to the direction and or ideas of a legitimate leader in business organization today. In fact, legitimate power helps maintain order, the chain of command, and direction for the organization. Without it there would be chaos and diminished effectiveness.

Leadership

However, legitimate power alone does not necessarily mean employees with maximize effectiveness or feel empowered. Rather it helps direct individuals to people in the organization who have been identified as those in power. However, legitimate power without referent and/or expert power is of limited help in empowering employees. Referent power is needed to provide the sense of support and commitment the leader has to the individual and expert power is needed for those employees who need task direction. Expert power also builds confidence in the leader's ability to teach and delegate tasks that the team needs to accomplish.

3 Sources of Leadership Power

Therefore, I believe that legitimate power provides the opportunity to utilize referent and expert power to fully empower employees and helping them feel integrated and valued members of the team.

3 Sources of Leadership Power

Magnify: "To make great or greater; to enlarge; to augment; to exalt." - Webster

James' vision is to magnify individuals' natural abilities; maximizing their full potential and increasing their value as leaders and professionals in the organizations where they work and serve.

Background:
Founder of Magnify Leadership and Development
Author of Magnify Change Leadership
Training consultant
Masters of Science in Organizational and Management & Leadership
BA in Organizational Communications
Certificate in Spanish Language and Culture

Website: http://www.magnifyleadership.com Book: http://www.magnifyleadership.com/MagnifyChangeLeadershipBook.html

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