Power, Persuasion and Personal Effectiveness as a Change Leader.
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Transcript of Power, Persuasion and Personal Effectiveness as a Change Leader.
The Psychology of Leader Effectiveness
• Leadership Styles• Leader Motivations• Leader Power• Science of Persuasion• Art of Persuasion• Leader as Coach
Leadership Styles
Leadership Style Which One is the ‘Best’?Authoritarian (autocratic) ?Delegative (free reign) ?Participative (collaborative) ?
Leadership Impact
Leadership Style When Most Effective?Authoritarian (autocratic)
Delegative (free reign)
Participative (collaborative)
Change Leadership Requirements
KnownUnknown
Sim
ple C
ompl
ex
Collaboration, Innovation & Persuasion
An Effective Change Leader• Forges partnerships• Inspires commitment• Grows skills• Builds discipline and accountability• Shapes the environment
And as a result…• Develops the necessary people resources who are
aligned, accountable, competent and committed• Builds and sustains a stronger network of support• Becomes a magnet for talent and opportunity
Leader Motivations and SuccessAffiliation Need to be liked more than they need to get things
done.
Decisions aimed at increasing popularity.
Achievement Put their own achievement and recognition first.
Not concerned about what others think of them.
PowerBuild power by influencing others to get things done, so others act with greater clarity (what is important and why), commitment (how it benefits), and competence (how to do it right)
Leader Power SourcesTypes of Power Based On …
Position Power Formal authority of the role (position, title, level)
Expert Power Knowledge and skill that others do not have
Connection Power Relationships with important, influential people
Charismatic Power Influencing and relationship skills
Reward Power Ability to influence others with something of
value to them
Coercive Power Threats and/or actual punishment
Science of PersuasionThe Principle of The Application
Liking People like those who like themUncover real similarities and offer genuine praise
Reciprocity People repay in kind (good and bad)Give what you want to receive (e.g., help, info, materials)
Social Proof People follow the lead of similar othersLeverage peer power whenever it is available
Consistency People align their behavior with their commitmentsMake their commitments active, public and voluntary
Authority People defer to credible expertsExpose your expertise; don’t assume it is self-evident
Scarcity People want more of what they can have less ofHighlight unique benefits and exclusive information or access
Art of Persuasion
1. Establish credibility through your expertise, performance and relationship history
2. Frame goals on common ground
3. Reinforce your position with vivid stories and visuals
4. Connect to others’ emotions, motivations and needs
When the Direct Approach Fails
Use indirect influence [attempts planned as intentional by the leader but viewed as unintentional by the target person]
• Talk less, listen more• Highlight similarities (make them like you)• Make them laugh (reduce fear and anxiety)• Reduce uncertainties• Do a favor – even a small one
Characteristics of Worst Change Leader
Characteristics of Best Change Leader
Best and Worst Change Leader
What Is Emotional Intelligence?
• Four unique skills:• Self Awareness – ability to accurately recognize your emotions as
they happen and understand your general tendencies for responding to different people and situations…
• Self Management – ability to use awareness of your emotions to stay flexible and positively direct your behavior to manage your emotional reactions to situations and people…
• Social Awareness – ability to accurately pick up on emotions in other people and understand what is really going on even if you don’t feel the same way…
• Relationship Management – ability to use awareness of your own emotions and the emotions of others to manage interactions more successfully which leads to effective communication and handling conflict…
Emotional Intelligence Framework
Self-AwarenessSelf-Awareness
SocialAwarenessSocialAwareness
Self-ManagementSelf-Management
Relationship ManagementRelationship Management
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confidence
• Empathy• Organizational
Awareness• Service Orientation
• Emotional Self-Control• Transparency• Adaptability• Achievement • Initiative• Optimism
• Developing Others• Inspirational
Leadership• Influence• Change Catalyst• Conflict Management• Teamwork &
Collaboration
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Situational LeadershipThe most effective leadership approach is matched to the
competence and commitment level of the person on that taskDELEGATINGFACILITATINGGUIDINGDIRECTINGCONFRONTING
SUPPORTIVE
LOW HIGHCOMPETENCY
LO
WH
IGH
CO
MM
ITM
EN
T
INSTRUCTIVE
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Instructing (or Directing)
• Sets goals and clarifies expectations
• Provides answers and explains “why”
• Instructs (shows and tells) an individual what to do, when, and how to do it
• Closely supervises, monitors, and evaluates performance
27
28
Supporting
• Involves the other person in goal setting and decision making
• Facilitates self-reliant problem solving
• Builds confidence
• Encourages self-directed learning
• Serves as a resource
28
29
Situational LeadershipThe most effective leadership approach is matched to the
competence and commitment level of the person on that taskDELEGATINGFACILITATINGGUIDINGDIRECTINGCONFRONTING
SUPPORTIVE
LOW HIGHCOMPETENCY
LO
WH
IGH
CO
MM
ITM
EN
T
INSTRUCTIVE
Coaching Questions
30
30
Effective coaches ask …
Coach
What are the priorities for today’s discussion?
What progress have you made?
What are your best options going forward?
What are your next steps?
Insightful Questions to Foster Self-Awareness, Self-Sufficiency and Commitment
1. What would you like to achieve during this conversation
(or meeting)?
2. What are the three things you could do now to cause the
biggest improvement?
3. What has worked for you before?
4. What is the best question to ask you in this situation?
5. How will you know when you are successful (what will you
or others see / hear / feel)?
6. What will be your first step?
7. If nothing changes, what are the implications?
8. Is there anything else?
Performance DiagnosisKnowledge Walk me through your next steps to complete this.
What is your understanding of how to do this task?
Skill Please demonstrate to me the [technique, tool, approach] you will use.
Describe a specific instance in which you did this successfully.
Motivation How might you benefit from this task (project, etc.)?
What priority does this [project] have among your other objectives?
Confidence What would prevent you from being successful?
What support will you need to be successful?