Strategic Leadership and Future Leaders Essay Example
Strategic Leadership and Future Leaders Essay Example

Strategic Leadership and Future Leaders Essay Example

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  • Pages: 5 (1123 words)
  • Published: May 11, 2017
  • Type: Case Study
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Introduction to Influence Processes in leadership

The social influence is an essential element of societal life, with individuals both seeking to influence others and being influenced themselves. In any social context, a leader arises to steer people towards the goals and shared vision of society. The motivation of individuals greatly depends on positive influences from their leader.

Leadership is the process of exerting influence within a group. A leader who has more charisma will have a stronger influence on others (al-Istir?t?j?yah, 2002, p. 41). In simpler terms, leadership involves the affective, behavioral, and cognitive performance of individuals at various levels - individual, group, and social organization.

The behavior of a charismatic leader aims to influence the values, attitudes, and behaviors of their followers. The actions of the leader demonstrate what they do, while the process they use to influence explains how

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and why their behavior effectively influences followers (Porter, Angle, and Allen, 2003, p. 50). This paper examines the different forms and characteristics of the influence process employed by leaders to impact their followers.

The paper focuses on the strategies used by leaders and the top management team of an organization to extend their influence. It also examines the influential processes used by three leaders, namely Andrea Jung, Indra Nooyi, and Brenda Barnes.

Different Influence Processes

Mendonca and Kanungo mention in their book that the influence process adopted by a leader refers to how and why the leader's behavior is effective in influencing followers (2007, p. 41).

According to Burns, there are two types of influence processes: Transactional Influence Processes. In this type, leaders use rewards and sanctions to ensure followers perform required behaviors. Pay increments and promotions are examples of rewards

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while job termination or withholding of pay raises are examples of sanctions. The effectiveness of this type of influence depends on the lifespan of the commodities exchanged (Mendonca and Kanungo, 2007, p. 41).

Supervisors and managers who are primarily focused on administrative and operational responsibilities are more likely to use transactional influence to get their subordinates to comply. Subordinates are motivated to do what their managers want when they can consistently expect certain outcomes as a result. This type of influence is seen in traditional leadership roles, where the main goal is to maintain the status quo (al-Istir?t?j?yah, 2002, p. 41).

In contrast, transformational influence involves the leader working to change the attitudes and values of followers as they guide the organization towards its goals and vision.

Transformational leaders differ from caretakers or administrators as they function as change agents to align the organization with its objectives. They create a vision that resonates with subordinates' aspirations and strive to alter attitudes and values through empowering techniques, boosting their self-efficacy beliefs. Consequently, the effect of transformational influence on followers is enduring and potentially irreversible.

Influence Tactics

Yukl et al. have identified nine proactive influence processes used by leaders in different organizational situations. The first tactic is pressure, which involves using persistent reminders, frequent checks, and threats to influence followers. The second tactic is exchange, where goods/services and promises of benefits are used to gain compliance from employees. The third tactic is coalition tactics, which involve enlisting a third party or using the support of others to persuade a target to take a specific action.

Another agent for influencing others is the use of legitimating tactics, which involve making a request by claiming

authority or a right to do so, or by emphasizing that it aligns with organizational rules, policies, and traditions. Rational persuasion is another tactic, which entails using logical arguments and factual evidence to convince followers that the request is reasonable, viable, and likely to lead to the achievement of objectives. Inspirational appeals involve the leader making a request or suggesting something that appeals to followers' values, ideals, and aspirations or boosts their self-confidence. Consultation is another commonly used tactic, where the leader seeks the participation of followers in planning strategies, activities, or changes that require their support or assistance and is open to modifying proposals based on employees' suggestions. Ingratiation is also a popular tactic, where the leader uses flattery or friendly behavior to establish a positive mood before making a request.

Finally, leaders use personal appeal to the followers’ feelings of friendship and loyalty when asking for something (Anderson, Ones, and Sinangil, 2001, p. 176).

Analysis of Influence Processes used by Leaders

Andrea Jung – The chair and CEO of Avon products believes that self awareness is the most important qualities of a leader and this is what makes it possible to analyze the leaders’ impact on others. Changing the motto of the Avon products to “The Company for Women” and aligning the organization towards the mission clearly shows that Jung prefers to lead by example.

Role modeling plays a significant role in the motivation process of people, and it is evident that Avon also adopts this approach. Additionally, a reward system is crucial for modern organizations, including Avon, as well as the proper allocation of resources when needed. However, Indra Nooyi has faced challenges in

making difficult decisions, as observed in her previous roles at Bloomingdales and Neiman Marcus, where she held senior positions. These organizations emphasized assertiveness and bold decision-making in leadership, which conflicted with her values (Hirahara, 2003, p. 94). Indra Nooyi currently holds the position of chairperson and CEO at PepsiCo.

Considered one of the most influential figures in the business world, she has received praise for her leadership style. She successfully addressed various complex issues that often plagued Pepsi, not only within the organization. Nooyi is highly supportive of promoting other individuals as leaders, particularly women, and emphasizes the importance of implementing multiple programs to cultivate leadership abilities. She believes in transformational leadership that facilitates change through actions in any endeavor. Nonetheless, rather than solely being an inspirational leader, Nooyi prefers to tackle everyday business challenges by combining elements of both transactional and transformational leadership (Kunin, 2008, p. 67).

Brenda Barnes, the current president, chairman, and CEO of Sarah Lee, was previously the first female CEO of PepsiCo. She is also renowned as one of the most influential individuals globally. Recognized for her unwavering belief and determination, Barnes has demonstrated her ability to make tough decisions and stick with them, evident in her resignation from PepsiCo to prioritize her family. However, she continued serving on various company boards, showcasing that leaders can think creatively and thrive in a competitive environment. Her leadership at Sarah Lee has received acclaim, establishing her as a global business leader. Barnes' leadership style is transformative as she inspires others through her actions.

Transactional elements are essential in every major company, and Brenda Barnes utilizes these elements to motivate her employees (Bilimoria and Piderit, 2001,

p. 27).

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