Influence Processes and Leadership

Paper Summary:

The paper looks at influence processes that are related to how one dispenses one's authority when in a leadership position. The paper provides a comparison of three different managers' influence methods. The paper also argues that transformational leadership is an important and relevant leadership model that must be embraced by modern organizations.

Outline:
Abstract
Introduction
Summary of Influence Processes
Analysis and Comparison
Discussion Board: Transformational Leadership

From the Paper:

"Leadership depends on influence processes and concepts in order to guide a given organization. Without strong and well-developed influence processes, the leader must resort to coercive processes which are counter-productive and produce no lasting positive change. Influence processes involve no coercive types of influences but rather make use of positive influences such as motivation, compensation, and mentoring, among others, to affect positive change (Mathews, 2006). In this vein, leadership can be considered a process that use non-coercive power while as a property, leadership can be thought of as a body of characteristics which are most often attributed to those who are considered to be leaders or are in leadership positions. Thus, influence processes are related to how one dispenses one's authority when in a leadership position and the types of authority or power."

Sample of Sources Used:

• Goldsmith, M. and Goldsmith, K. (2006). Helping people achieve their goals. Leader to Leader Institute (online). Retrieved November 12, 2006 from: http://www.leadertoleader.org
• Mathews, Jose. (2006). Leader relations model: An alternative approach to the traditional process of leadership. Vision, 10/4, p.37-48.
• Nahavandi, A. (2006). The art and science of leadership. (4th ed.). Upper Saddle River, NJ: Prentice Hall.

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