By Tim Baker (auth.)
Without effect, managers are useless. In cutting-edge place of work, managers have to impression up, down and more and more, sideways as organisations develop into much less hierarchical. This booklet is expertly designed to diagnose and strengthen managerial impact, concentrating on 4 key suggestions: investigating, calculating, motivating and collaborating.
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Extra resources for The New Influencing Toolkit: Capabilities for Communicating with Influence
Example text
For example, a manager may radiate charm, respect and charisma – characteristics of referent power. The force of personality can elevate the status and power of a manager beyond their hierarchical station. A manager’s persona can positively or negatively have a decisive bearing on their organizational power and influence. This brings us to the question: what can a leader do to build personal power? To reiterate, personal power comes from four sources: the connections people have; the expertise they possess; the information they can access; or their personal magnetism.
The use of the various personal power-bases – connection, expertise, information and referent – can be applied in all three dimensions. Positional or legitimate power is generally only useful when influencing in the downward dimension of the organizational hierarchy. An effective contemporary leader recognizes and applies both positional and personal power, particularly emphasizing personal power-bases. They are able to influence important constituents upward, downward and laterally. We have now defined power in the contexts of position and person.
This literally boosts centrality and improves your visibility in the business. Tool 2 – Increasing your flexibility The more unique a role in an organization, the more discretionary power the incumbent has at their disposal. A specialized role means the manager 27 Five Tools to Enhance Organizational Status generally has more autonomy to pick and choose how they spend their time and what priorities they focus on. For instance, when a new role is created in an organization that is a one-off, the occupant can choose how to shape the role.
