Influential leadership styles

The message is getting through that ‘command and control' leadership is obsolete. A different leadership style, one that depends on influencing others rather than ‘telling', is required to deal with current market complexities and fast-paced environmental changes.
Traditional leadership worked well in less turbulent times where companies ran on simple departmental lines - and the CEO had time to think and plan with other executives. Communication was straight-forward, markets were predictable and people delivered consistently. But few businesses run this way. Many, Nokia being a prime example, are fluid networks where power no longer comes with the position you hold but through your ability to influence others to act. BP, once a traditional organisation, now has many network overlays where people interact with peers to get things done.

Our environment influences us to some extent but we are influenced directly by colleagues. We rarely think or act in isolation at work - we influence, and are influenced by, what our colleagues say and do.

Interdependence requires influencing leadership

Bennis has long been analysing influencing leadership capabilities. In his book, ‘The Unconscious Conspiracy', he highlights how leaders can positively influence others to bring about change. The results of an influencing style are much longer-lasting than one that is only directional. Interdependence, not hierarchy, is today's watchword. In fact ‘organisation' means interdependence - with each of us relying on wide networks of colleagues, associates, partners and a range of stakeholders.

Because today's leaders work across boundaries - with multiple business units, partners, suppliers and customers - they need first rate influencing skills. These become even more important where the leader is working with people having very different points of view. Working across organisations, with multiple stakeholders, is complex and getting people to act together requires influence because traditional hierarchical power is generally not available.

Many companies have developed new organisations using more fluid patterns of relationships - not hierarchies but networks. USA's Buckman Labs, for example, has moved from a ‘chain of command to a web of influence'. In such an organisation, roles and processes develop from business requirements and effective staff relationships are recognised as the foundation for business achievement.

Leadership is not a lone activity but is always an interaction between the leader and a group of people to unite them in a common goal. Research suggests that using knowledge provides an effective way to influence others.

Meg Whitman's success as CEO of online auction company eBay provides an influential leadership story. Appointed in March 1998, she has since led the company to become an unparalleled global e-commerce engine. Whitman receives around 175 emails a day but few phone calls. In answering the question ‘How do you lead?' she replies: ‘I don't tell people what to do - I try to influence the direction of the company'.

Leadership means influencing the things that matter

We expect leaders to emphasise what is important and influence others to act - perhaps create a new business structure, customer service, or a different world view. ‘A lack of leadership' generally means the leader has allowed things to remain unchanged. We expect good leaders to find a way around obstacles through influence and persuasion - to be determined, have a clear vision, understand the context, find new solutions - and still take people with them.

All leaders have an influence on others, and that influence can be enhanced. Leadership training courses and development programmes have, for some years, been helping people learn how to influence others by first analysing their own style and then developing ways to increase their influencing repertoire.

This influential leadership capability - sometimes called ‘informal leadership' - has been with us since organisations were born. Ask yourself: ‘Who gets most things done around here?' The answer will point up the informal leader, perhaps a team member, who has an expansive network of contacts - from the post room to the chairman's PA.

Informal leadership emerges through interactions in regular meetings or teams, for example. In these situations people influence each other to develop informal leadership as people become known for particular knowledge, or ideas to mobilise action. In this way leadership may not always come from the formal ‘boss'.

Influential leadership is important given the dispersed, networked nature of many businesses. Informal leadership through influence develops relationships that shape thinking and gather support.

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