Dr. Mike Christensen, CIH AVP, Risk Mgmt. Services CSU, Sacramento

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1 Dr. Mike Christensen, CIH AVP, Risk Mgmt. Services CSU, Sacramento

2 Outline 1. Leadership theory 2. What is Leadership 3. Power, Influence, and Persuasion 4. Influence tactics and behaviors 5. Ten strategies 6. Conclusion

3 British Imperial Trans-Antarctic Expedition Departed: December 5, 1914 Captain: Sir Ernest Shackleton & 28 men Ship: Endurance. Fortitudine Vincimus: By Endurance We Conquer Anticipated duration: 120 days Actual duration: 634 days

4 GenetiSocio-Environmental Effect Biology All of us are genetically and socially predisposed to utilize specific good or bad behaviors in responding to social and environmental conditions. But an unfavorable predisposition can be managed and even changed. Conformity - In both small groups and larger organizations, one of the most significant psychological tendencies is a strain toward uniformity, a tendency for people to agree on some issue or to conform to some behavioral pattern. Such uniformity has both necessary and desirable elements (Nemeth and Staw, 1989) Perceptions - That which determines perhaps more than anything else whether we are successful within the context of our specific profession, or within the context of any given social situation, is how we are perceived by others. Others perceptions, not self-opinion, ultimately determines the scope of our influence and effectiveness.

5 Research Studies on Influence Perception and Reality Study Turkey, chicks, and polecats, Study (Animal Behavior Biologist, M. W. Fox, 1974) Trigger feature - Cheep-cheep Communication study Conformity Study Pelz Study (Pelz Effect)

6 Leadership Theory 120 years of formal research (qualitative and quantitative) Hundreds of book and tens of thousands of articles written on the subject Common Leadership Theories/Constructs

Theories Transactional Theory Participative Theory

7 Complexity Theory Great Man Theory Trait Theory Authentic Theory Behavioral Theory Leadership Theories Transactional Theory Participative Theory Contingency Theory Transformational Theory Situational Theory

9 Defining Leadership Group Activity 5 minutes Define Leadership?

10 Definitions of Leadership Leadership, as defined by Northouse (2007), is a process whereby an individual influences a group of individuals to achieve a common goal (p. 3) Gardner (1990) described leadership as the process of persuasion or example by which an individual (or leadership team) induces a group to pursue objectives held by the leader and shared by the leader and... followers (p. 1) According to Antonakis, Cianciolo, and Sternberg (2004), leadership can be defined as the nature of the influencing process and its resultant outcomes that occurs between a leader and followers (p. 5) Rost (1991) characterizes leadership as an influence relationship among leaders and followers who intend real changes that reflect their mutual purpose (p. 102) Generally, researchers agree that leadership is characterized by one s ability to influence others (Antonakis, Cianciolo, & Sternberg, 2004)

11 What is Leadership? Effectively using personal assets of power and persuasion to influence others to willingly support our efforts. Fail to influence, fail to lead

12 Power (noun) The ability to produce an effect. Authority and/or access to resources and/or tools. The inherent and/or acquired interpersonal assets one possesses and their ability to leverage those assets to their advantage.

14 Power (i.e., Personal Power) The sum total of all your innate and acquired/learned personal assets It s who you are right now! But it s not limited to who you are right now!! Neither the past nor the present you = the future you

15 Persuasion (noun) The process of persuading. Persuade (verb): to move by argument, entreaty, or expostulation to a belief, position, or course of action. The specific process used to persuade others. The interpersonal tools (i.e., strategies/methods, tactics/devices) one uses to motivate others to action.

16 Influence (verb) The act of producing an effect without apparent exertion of force or direct exercise of command. Manifestation of behaviors/actions. Actual resources/tools used, and/or the perceptions other have regarding how we re using those tools.

17 Power (noun) Persuasion (noun) Influence (verb) The ability to produce an effect. The process of persuading. Persuade (verb): to move by argument, entreaty, or expostulation to a belief, position, or course of action. The act of producing an effect without apparent exertion of force or direct exercise of command. Authority and/or access to resources and/or tools. The inherent and/or acquired interpersonal assets one possesses and their ability to leverage those assets to their advantage. Readily available quality and quantity of information Cognitive ability (knowledge acquisition & social and emotional intelligence) Position, authority Communication skill Appearance or charisma The specific process used to persuade others. The interpersonal tools (i.e., strategies/methods, tactics/devices) one uses to motivate others to action. Apprising Coalition Collaboration Consultation Exchange Ingratiation Inspirational Appeal Legitimating Personal Appeals Pressure Rational Persuasion Manifestation of behaviors/actions. Actual resources/tools used, and/or the perceptions other have regarding how we re using those tools. Silence (Pressure) Withholding information (Pressure) Written or verbal argument (Rational persuasion/logical argument) Incentive (Exchange or reciprocity) Manipulation (Ingratiation, Coalition, etc.)

18 Influence is a verb and is therefore a product of behavior How influence behaviors are selected and how they are actualized (i.e., influence tactic) determines, in part, the degree to which the agent will be successful in influencing others Knowing the 11 types of influence tactics, and under what circumstances their associated behaviors are likely to succeed, can significantly enhance one s effectiveness

19 Rational Persuasion Appraising Coalition Pressure Collaboration Personal Appeals Influence Tactics Consultation Legitimating Exchange Inspirational Appeals Ingratiation Handout 1

20 Influence Tactic Summary Rational persuasion: Prepare, prepare, prepare. The adage, Fail to prepare, prepare to fail, is true. Logical argument does not rely on pressure. If your attempts at persuasion are perceived as pressure, you lose! Inspirational appeals: Be inspirational/positive and confident, not arrogant. If you re perceived as arrogant, you lose. Consultation: Listen to others. Engage others in the discussion. Ask them what they think. Be cautious not to feed negativity. Instead, seek solutions. Commiserating reduces trust. Collaboration: Drop your ego. Obtain buy-in of other before acting. People feel important when they are included. Apprising: Communicate, communicate, communicate. Ingratiation: Provide honest and sincere compliments. According to Appelbaum and Hughes (1998), ingratiation can be an effective behavior even if the attempt is rather blatant. Its effectiveness is understood in terms of social reciprocity, where the recipient of an ingratiating behavior feels an obligation to reciprocate with an equally favorable behavior. Forty years of studies on strategic ingratiation confirms that kissing up, even when other see through it, pays off. (Appelbaum & Hughes, 1988, p. 4). Personal appeals: Asking others to act without providing a rational justification, is often ineffective or may be viewed as manipulative. Exchange: Social reciprocity. This can be an effective tool when used correctly. (Affect, Loyalty, Contribution, Professional Respect) Legitimating: Rely on self-promotion. Self promotion can backfire. No one like a know it all. Pressure: No one like to be pressured. Pressuring others is often viewed as an infringement upon agency or personal liberty. Often, attempts to persuade by use of rational persuasion tactic is perceived as pressure. Be cautious of the perceptions your creating. Coalition: Group pressure/hostile take-overs fall into the arena of coalition tactics. Coalition tactics are often substituted for rational persuasion tactics. While you might succeed by using coalition tactics, such tactics often result in an erosion of trust, thus diminishing personal power.

21 Ten Strategies or Laws for Increasing Social Influence Reciprocation Scarcity Authority Consistency Consensus Liking Conformity Confidence Rational Persuasion Personal asset building Dr. Robert Cialdini

22 Reciprocation That which you sow, you reap. Be generous Offer compliments Show gratitude Give support 360 application. In all of these, be sincere. You can have everything in life you want, if you will just help other people get what they want Zig Ziggler

23 Credibility Don t give your credibility away Draw upon other resources Reference credible and accessible sources Possess relevant information

24 Authority Make yourself the visible expert Appearance Behavior (Influence Tactics/Behaviors) Audience Know your audience Deliver what you promised to deliver Emotional Intelligence (EI) Situational awareness Self-monitoring Knowing when to speak and to remain quiet Authority is attributed to individuals who are perceived as experts. Preparation (i.e., rational persuasion) is interpreted as expertise. If your prepared (i.e., rational persuasion), you become the expert.

25 Social Emotional Intelligence Evaluate the appropriateness of behaviors. Change your behavior Accept the criticisms of others, regarding your behaviors Monitor the situation and understanding it before reacting to it Monitor yourself. Control your emotions. Don t react impulsively Be guided be facts not emotions. Obtain the facts before offering a response. The Boy Who Cried Wolf and Know-it-Alls If you go looking for a friend, you're going to find they're very scarce. If you go out to be a friend, you'll find them everywhere. Zig Ziggler

26 Commitment & Consistency Once a commitment is made, we strive towards consistency Obtaining commitments is the key to consistency of actions Consistency: Related to dependability, repeatability, self-discipline. Consistency generates confidence in others. It validates your commitment. Failing to be consistent, to exercise follow through, diminishes trust, which, in turn, diminishes the quality of the exchange relationship.

27 Consensus Moving lights Often, it only takes one opinion to change perceptions Consensus: People are more likely to jump onto the bandwagon if others are already on board. This is not the same as coalition. However, the facts showing consensus may be critical to successful actualizing rational persuasion tactics.

28 Liking Social exchange Leader-member exchange Affect (liking) Loyalty Contribution Professional respect Liking: The quality of the exchange relationship improves as liking improves. Liking is one of the four dimension of social exchange (i.e., Liking or affect, loyalty, contribution, professional respect)

29 Agreement/Disagreement Agreement is not the key. It s how you agree, or disagree that matters. In-agreement Good In-agreement Poor Over-estimator Good Over-estimator Poor Under-estimator Good Under-estimator Poor

30 Confidence Without confidence, leadership does not exist Confidence come with asset building and experience Risk taking is part of confidence building But confidence is not itself, leadership Confident leaders instill confidence in others by trust and encouragement Confidence manifests itself in the from of inspirational appeal (e.g., charisma, etc.)

31 Rational Persuasion Argument Claim Evidence Warrant Inspirational appeal Credibility If someone accused you of being persuasive, of being an influential leader, would they have enough evidence to convict you? MPHG She s a witch! YouTube MPHG She s a witch! Computer

32 Asset Building Don t just go with the flow, create it! Know the culture Establish the climate within the context of the culture Enhance your technical expertise (Assets) Leadership expertise

33 Reason (Rational persuasion) Logical Argument Claim Evidence Warrant Credibility Inspirational appeal MPHG She s a witch! YouTube MPHG She s a witch! Computer

34 QUESTIONS?

Understanding the True Realities of Influencing. What do you need to do in order to be Influential?

Understanding the True Realities of Influencing. What do you need to do in order to be Influential? Background and why Influencing is increasingly important? At Oakwood Learning we have carried out our