Posted by Aleksandar M. Velkoski on February 22, 2009 under General Leadership, Leadership Development, Power & Influence | 
A few weeks ago we discussed Power and Influence. We first defined power and influence and then identified several key sources of leadership power. I’d like to go back to our discussion of power for a moment so that we can cover, more specifically, expert power. Expert power is power that manifests itself in knowledge, information, and understanding. It is power that is demonstrated through making sound decisions. Expert power is most probably the greatest influencer on followers. And, it is, as a result, almost certainly the most effective source of power. When someone says “knowledge is power,” they’re definitely not being deceitful.
It seems as though followers are most persuaded by leaders that have the right answers. Take a look around your organization for a moment. With whom do most individuals show agreement? With whom do most individuals show disagreement? If your organization is like most others, then you’ll notice that individuals most agree with someone they observed succeeding. And, they most disagreed with someone they observed failing. Why does that matter? It matters because those with the knowledge and expertise are, most of the time, the ones demonstrating solid judgment and decision making and thus are the ones succeeding. Consequently, it is those individuals, the ones that exert expert power, that most influence others within the organization.
Below are a few examples of how you can apply expert power:
1. Give sound technical suggestions.
2. Share your experience and knowledge with others.
3. Share your training experiences with others.
4. Provide others with good career advice.
5. Provide others with technical aid.
Before you can apply expert power, however, you must gain it. Part of gaining expert power relates to how heavily you can immerse yourself in study, experience, and training. It’s pretty hard to give sound technical suggestions and assistance if you’re not technically adept. Likewise, it’s pretty hard to provide others with good career advice if your career is heading nowhere. Expert power is something that each and every one of us can gain. Over time, who is, and who is not, the “expert” within your organization changes. And, there are various experts for various topics. Take advantage of that. However, you have to be proactive. You have to be proactive in gathering the knowledge, experience, and skills that you need to become an expert. If you intend to have any influence over others, consider expert power.
Posted by Aleksandar M. Velkoski on February 15, 2009 under General Leadership, Leadership Quotes |
“He that would be a leader, must be a bridge.” Welsh Proverb
Posted by Aleksandar M. Velkoski on February 6, 2009 under General Leadership |
How important is it for leaders to “do the right things?” I think that the majority of individuals out there would answer that question with a resounding “very important.” However, what does it actually mean to “do the right things” as a leader? Are we talking about approaching actions with a high degree of morality? Are we talking about making decisions in an ethical manner? Or, are we talking about doing what’s in the best interest of an organization? Too often leaders are faced with significant challenges in their organizations in above regard. Leaders not only struggle with the various interests and values within, but also with the competing interests and values of their organization and the followers that they lead.
Knowing the above, it is extremely important to affirm the fact that the moral, ethical, and values system that makes-up a leader strongly impacts the degree of success of the leadership process. Why? Well, because an individual’s moral, ethical, and values system is the primary determinant of how he/she defines problems and develops solutions. It is also the primary determinant of how he/she deciphers between what is right and what is wrong, and what is ethical and unethical. Being aware of these factors, as a leader, will help you not only make better decisions, but also develop stronger leadership skills. It’s the responsibility of a leader to not let his own values system interfere with the management of professional relationships. Although an action may be considered “moral” or “ethical” in your mind, it may not be considered so in the minds of others. These challenges are not easily faced, but becoming more conscious of your own values system (and the value systems of others), and how you interpret reality, will help you better lead through those challenges.
Some of the key positive behavioral attributes of a leader (“commonly understood”) are as follows:
• Trustworthiness
• Motivational
• Honesty
• Decisive
• Informed
• Encouraging
• Communicative
• Dependable
Some of the key negative behavioral attributes of a leader (“commonly understood”) are as follows:
• Non-cooperative
• Egotistical
• Ruthless
• Irritable
• Indecisive
• Uninformed
Can anyone think of any other behavioral attributes of a leader that they would like to add to either list? How do you think a leader’s moral, ethical, and values system impacts the success of the leadership process? How about the success of the organization that they lead? I’d like to hear your thoughts.
