By David Sharpley 

Since the 1980s the idea of a 'compelling vision' appears in books on leadership. This is important because effective leaders set direction and demonstrate conviction about the best course of action. However, Authentic Leadership also builds on influencing skills that overcome differences of opinion and help create commitment. Sharing a vision is one way of influencing people, but other styles will be appropriate in different situations. There are four key styles that leaders need to develop. The best approach depends on the context, and also underlying level of agreement and disagreement.

 

 

The leader may try to push people towards action by using reasoning and logic, backed by assertion and authority, and an increasing level of personal energy. Alternatively, the leader might use 'bridging' (listening and recognizing alternative views) and empathy to understand people's concerns. This insight creates a platform for exploring possibilities, and helps pull people towards shared purpose.

 

The application of the different styles can be summed up as follows:

 

Reasoning & Logic: The situation is relatively calm, and you have recognized competence

 

Assertion & Authority: You have the personal conviction (and power) to make clear demands

 

Bridging & Empathy: You listen to understand issues, reduce conflict and find common ground

 

Shared Purpose & Vision: This is forward-looking and creates a sense of energy and future direction

 

In real-life situations, the process of setting direction can cause uncertainty or even anger, particularly if changes impact on existing work practice. Rational persuasion often needs to be backed by bridging and empathy, but the leader must remain clear about the desired outcomes. Bridging can help clarify concerns, draw out ideas - and create shared purpose in moving forward. Examples of this type of open questioning might include: 'How do you see us progressing on this... ?' or ' What are your thoughts on X... ? Authentic leaders balance personal conviction with the ability to build commitment in others.

 

Some leaders make the mistake of encouraging open-ended discussion of issues before they set clear objectives or performance standards. This can cause confusion and also means that time is wasted. The aim is to be clear about the outcomes required, but encourage the team to take ownership for finding and implementing solutions. The vision can help energize people in their work, possibly with the theme: Just imagine how it will be in six months when we have all this in place...

 

The ability to 'flex' your influencing style is a key aspect of effective leadership. Also remember that negative emotion tends to block effective communication, so if you are feeling frustrated, irritable, or impatient, other people will tend to react against this. People are very aware of non-verbal signals that suggest that you are not listening or disagree with what is being said. These signals can include a pen being tapped on the table, a twitching leg or tapping foot, a lack of eye contact and muffled exclamations! Effective influencing therefore starts with increased self-awareness.

 

Authenticity and Authentic Leadership contribute to motivation and commitment at work. Practical steps to outstanding results are discussed in 'Seven Principles for Exceptional Performance'... Copyright © 2019 David Sharpley Chartered Psychologist. For more