Leadership & Influence
They say that leaders are born, not made. While it is true that some people are born leaders, some leaders are born in the midst of adversity. Often, people who have never had a leadership role will stand up and take the lead when a situation they care about requires it.
Once you learn the techniques of true Leadership And Influence, you will be able to build the confidence it takes to take the lead. The more experience you have acting as a genuine leader, the easier it will be for you.
Influence is subtle, yet incredibly powerful. You can order someone to do a task, but you cannot order them to do their best. It simply does not work and usually has the opposite effect. You can influence people to do their best by providing a strong, motivating example in addition to positive reinforcement. Leadership addresses tasks, while influence addresses attitudes and awareness. Influence is the soul of leadership.
To help you decide if this is the right book for you we have provided the table of contents followed by a short preview/passage from the book.
Chapter One: The Evolution of Leadership
Characteristics of a Leader
A Brief History of Leadership
Three Theories of Leadership
The Great Man Theory
The Trait Theory
Chapter Three: A Personal Inventory
Courage - not complacency - is our
Leadership not salesmanship.
John F. Kennedy
In 2002, Jossey Bass published a book by James Kouzes and Barry Posner called The Leadership Challenge (Copyright © 2000-2012 by John Wiley & Sons Canada, Ltd, or related companies. All rights reserved.) Building upon the Hersey-Blanchard model and other transformational leadership models, they went to the heart of what skills are required by the leader to stimulate such a transformation. What abilities are able to influence followers and bring them to accept the leader’s vision as their own?
An Introduction to Kouzes and Posner
James Kouzes and Barry Posner asked thousands of people to rank list of characteristics associated with leadership, including the seven top qualities that motivated them to follow willingly. They gave this survey to over 75,000 people over a 20-year period.
In their book, The Leadership Challenge (Copyright © 2000-2012 by John Wiley & Sons Canada, Ltd, or related companies. All rights reserved.) the authors identified five abilities that were crucial to successful leadership:
- Model the Way: You must lead by example. You can’t come into work 10 minutes late every day if you want your employees to arrive on time.
- Inspire a Shared Vision: If you capture the imagination, you will inspire creative thought and increase loyalty. The vision doesn’t need to be grandiose, but it needs to be communicated effectively for others to adopt it as one of their own.
- Challenge the Process: Don’t continue doing something just because “We’ve always done it that way.” Situations change, and sometimes a policy or procedure never worked well in the first place. Think outside the box.
- Enable Others to Act: Truly empower people to act on their own within their level of authority. The famed Ritz-Carlton hotel empowers every employee at all levels to spend up to $1000 on behalf of a guest (who is informed reimbursement will be required for whatever request they make).
- Encourage the Heart: A positive attitude is infectious. If the leader appears passionate or excited about the vision, others will catch the enthusiasm as well.
A Personal Inventory
The results of the Kouzes/Posner study, with the most important quality at the top: