Influencing Agent And The Peer Visitation Coordinator example essay topic

manager should be a leader What is leadership? How is it different from being a manager? How can leaders keep their finger on the pulse of what's happening, inspire others to high achievement, guide their team members through difficult decisions, and still have time to actually finish a cup of coffee while it's still warm? The solution is disarmingly simple: Ask questions. Listen to the answers. Ask some more questions.

Give good answers to questions asked by others. Easier said than done. The Relationship of Leadership and Management In general, the middle of the road viewpoints hold that: 1) although there are many overlaps, leadership and management are different things, involving differing skills, behaviors, and viewpoints; 2) those who use only leadership skills, behaviors, and viewpoints are ineffective in organizations that have significant administrative components; 3) those who use only management skills, behaviors, and viewpoints are ineffective in organizations that have significant human components; and 4) in organizations having both administrative and human components, only those who use an appropriate balance of management and leadership skills, behaviors, and viewpoints can be effective. As an example, William Wallace (who most of us An glos know as 'Braveheart') would have been completely ineffective leading the Scots to victory over the English if he were to have used only management skills.

Conversely, the proprietor of a financial management business would probably relate to her clients well but wouldn't make much money for them if she were to use only leadership skills. Carter McNamara, MBA, PhD, wrote that leadership is a facet of management. He wrote, 'Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the following functions: o organization planning staffing o directing o controlling Leadership is just one important component of the directing function.

' If effective management requires us to practice good management skills and effective leadership requires us to practice good leadership skills, and both are needed to do our jobs as SGLs well; then first we need an understanding of what effective management and leadership skills are, and then we must understand how we can combine them to make us successful as SGLs. Before we examine and evaluate each of these, a few definitions are in order: Influencing Agent - the person doing the influencing Target - the person being influenced Dependent Influence - influence that depends on continued intervention by the influencing agent Independent Influence - influence that continues without further intervention by the influencing agent Surveillance - the supervision that the influencing agent exerts on the target In the examples I use in the following paragraphs, the support group leader is the influencing agent and the peer visitation coordinator is the target. Informational Power - For its strength, informational power relies on learning, which in turn, results in a change in understanding or viewpoint on the part of the target. What's more, the change is independent of the influencing agent and requires no surveillance. In communications designed to exert informational power, then, it's the persuasive content of the message that's important. To be persuasive, a message requires not only information, but it must be presented in a logical, believable, and compelling way.

An example of the use of informational power is when a support group leader explains in clear detail to the coordinator of the peer visitation program who has a habit of using untrained people as visitors exactly why this is not a good practice. The explanation is even more persuasive if it is made clear, for example, that an untrained visitor once got the group in hot water by 'selling' her own to the new amputee. As it turned out, the didn't do a satisfactory job and the amputee held the visitor and the group responsible. Once the visitation coordinator understands this, and understands the correct way that visitors should be selected, his or her behavior changes without further intervention by the support group leader.

Reward Power - For its power, reward relies on the promise of, and ability to deliver a reward in return for desired behavior. Rewards that are institutional, like raises, days off, perquisites, or promotions aren't available to us. That leaves us with personal rewards, like approval, attention, or agreement. An example of reward power is when a support group leader tells the peer visitation coordinator who has a habit of using untrained people as visitors that some valuable right or advantage, like the ability to attend the ACA annual meeting at group expense, will be granted when it can be demonstrated that the coordinator is consistently using only trained visitors. Coercive Power - Conversely, coercive power relies on the threat of punishment (plus the target's understanding that the influencing agent can, and if necessary will, deliver it). Again, punishments that are institutional in nature, like disciplinary action, loss of support, or removal of perquisites; are not available to us.

That leaves us with personal coercive power, like disapproval or disagreement. An example of personal coercive power is when the support group leader explains to the peer visitation coordinator that some valuable right or advantage will be taken away if he or she persists in using untrained visitors. I can't imagine what valuable right or advantage could be taken away from the visitation coordinator for non-compliance but I can visualize that the leader could 'counsel' the visitation coordinator in strong terms and express 'extreme disappointment' in his or her performance. These could be considered milder forms of coercion. There are a couple of important limitations to reward and coercion, the most important being that they " re both highly dependent on the influencing agent. Also, surveillance is absolutely necessary with each, because the influencing agent must keep tabs on the target and apply rewards and punishments as needed to keep the target's behavior 'in line.

' With reward power, surveillance is easier because targets are usually motivated to make sure that the influencing agent knows they " ve complied. With coercion, on the other hand, use of surveillance is made more difficult because coercion tends to force the target away from the influencing agent and drive the target's behavior underground. Coercion also tends to make the target feel negatively about the situation and the influencing agent. Likewise, the negative motivational aspects of surveillance are troublesome. Expert Power - To be effective, expert power does not involve rewards, punishments, or surveillance; but instead, it's highly dependent on the influencing agent having specialized knowledge, training, and / or experience which the target recognizes, respects, and is willing to be influenced by. The target must also respect the influencing agent's motives, for if they " re seen as selfish or purely manipulative, they " ll lose their power to influence.

An example of expert power is where a support group leader explains to the visitation coordinator that she has been an amputee support group leader for 25 years, is a member of the ACA, has attended six ACA support group leaders' workshops, has attended ACA's peer visitation training twice, and is certified by the ACA as a visitor and can assure the visitation coordinator unequivocally that using untrained visitors is a poor strategy. That's not quite the same kind of expert power a doctor uses when he tells you to stop smoking or you " re going to die, but it's probably the best we can do in the support group setting. Referent Power - Referent power relies on the target's personal identification with the influencing agent and wanting to follow his or her example. The target typically admires and respects the influencing agent. The potential for personal satisfaction or gratification motivates the target to be influenced in this case. This method is highly dependent on the influencing agent, but surveillance isn't required.

The multitudes of famous people (carefully chosen because they " re thought to be highly admired by the targets) who are seen on television endorsing consumer products is dramatic testimony of the potential power of this technique. Legitimate Power - Legitimate power is like the formal authority that we " ve already observed flows down the chain of command to specific positions in business organization. Those who are influenced by legitimate power reason, 'Well, she is the leader and has a right to ask me to use only trained visitors, so I think I'll go along with her request. ' As with referent power, legitimate power is highly dependent on the influencing agent, but surveillance isn't required. Now that we have a nodding acquaintance with these power classifications, we " re tempted to ask the question, which is best?

The right answer probably is that each has its own strengths and there are situations in which it would be more effective to use one than another. As with most alternative methods of dealing with people, the best bet is to have the widest possible repertoire and be able to use the right tools in the right places. It can be correctly said, however, that some of these influence bases have fewer inherent problems than others, and that, therefore, those may tend to be generally more effective. Earlier, when we defined terms, we observed that we could qualify each influence type according to two factors; surveillance and dependence. We observed that, with each, effective influence either did or did not require continued intervention (surveillance), and it was either dependent or independent of the influencing agent. If we can agree that it's much better if we don't have to continually intervene, and when influence can be effective without being dependent on the unique identity and qualifications of the influencing agent, then we can see that there's only one power base that is independent and requires no surveillance; informational power.

The following chart will illustrate this. Surveillance Role of Influencing Agent Required Not Required Dependent Independent Informational X Reward X X Coercion X X Expert X X Referent X X Legitimate X X For us as support group leaders, if there's any important lesson to be learned from this brief survey of social power and influence, it's that facts, information, and knowledge presented in the right way are persuasive; and the best way to influence the behavior of our colleagues, especially when we have no direct authority over them in our setting, is to convince them through appealing to their intellectual values and to their need to understand the logic and rationale behind our requests. Back to Table of Contents " When you get right down to it, one of the most important tasks of a leader is to eliminate his people's excuse for failure. ' -- Robert Townsend 'Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.

' -- Sam (u el Moore) Walton (1918-92), American retailing executive 'The only safe ship in a storm is leadership. ' -- Faye Wattle ton " When the leadership is right and the time is right, the people can always be counted upon to follow -- to the end at all costs. ' -- Harold J. Seymour (1894-1968) More about the You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do. - Eleanor Roosevelt I am a leader by default, only because nature does not allow a vacuum. - Bishop Desmond Tutu People ask the difference between a leader and a boss...

The leader works in the open, and the boss in covert. The leader leads, and the boss drives. - Theodore Roosevelt The quality of leadership, more than any other single factor, determines the success or failure of an organization. - Fred Fiedler & Martin Cheers Improving Leadership Effectiveness The first responsibility of a leader is to define reality. The last is to say thank you. - Max Degree A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain.

They bear pain. ' - Max DePreeAh well! I am their leader, I really ought to follow them! - Alexandre Auguste Led ru-Rollin When the effective leader is finished with his work, the people say it happened naturally. - Lao Tse I start with the premise that the function of leadership is to produce more leaders, not more followers - Ralph Nader Lead and inspire people.

Don't try to manage and manipulate people. Inventories can be managed but people must be lead. - Ross Perot The quality of a leader is reflected in the standards they set for themselves. - Ray Kroc, Founder of McDonald " the task of the leader is to get his people from where they are to where they have not been.

- Henry Kissinger Think of managing change as an adventure. It tests your skills and abilities. It brings forth talent that may have been dormant. Change is also a training ground for leadership. When we think of leaders, we remember times of change, innovation and conflict. Leadership is often about shaping a new way of life.

To do that, you must advance change, take risks and accept responsibility for making change happen. - Charles E. Rice, CEO of Barnett Bank.