Skip to main content

INFLUENCING YOUR LEADERS

INFLUENCING YOUR LEADERS

In the previous essay I discussed on some of the classifications of the leaders and added that today I shall begin a discourse on the dynamics of influencing the leaders by the pioneer leader, which I find very interesting.

The most difficult people to lead are leaders but on the long run, leading them produces great results with a lot of friction, which is associated with the pioneer leaders’ inability to understand the dynamics of influence with them. However, leaders in their nature are mainly driven towards results as their basic motivation for followership. Put in other words, leaders will easily follow the pioneer leader because he or she produces result at every given time. Yet each of these leaders will be uniquely influence according to their personality dimension, and for the pioneer leader to be able to influence them, he/she must focus on understanding their points of influence, which I explained in the previous essays about the points of influence of followers, disciples and collaborators.

The way and manner with which these leaders are influenced is largely affected by their natural disposition to the realms of life, which were also established in the previous essays and how they work. That is to say, along the personality dimensions, there are four categories of leaders and each of them can be influenced with results that make spiritual, intellectual and physical sense. I shall explain these dynamics briefly in the following headings:

For the Rational Leader:
Spiritual >> intellectual >> physical
Rational leaders are easily influenced when the pioneer leader gets results that make spiritual sense to them without which they may find difficult to follow through, and then followed by what makes intellectual sense.

For the Idealist Leader:
Intellectual >> spiritual >>physical
Idealist leaders are easily influenced when the pioneer leader gets results that make intellectual sense to them without which they may find difficult to follow through, and then followed by what makes spiritual sense.

For the Guardian Leader:
Intellectual >> physical >> spiritual
Guardian leaders, more like the Idealist are easily influenced when the pioneer leader gets results that make intellectual sense to them without which they may find difficult to follow through, but differ in their response by what makes physical sense.

For the Artisan Leader:
Physical>intellectual>spiritual
Artisan leaders are easily influenced when the pioneer leader gets results that make physical sense to them without which they may find difficult to follow through, and then followed by what makes intellectual sense.

These dynamics are important, especially, for leaders of organization who leaders under them. Hence, the focus of the pioneer is to be deliberate in his/her relationship with them.

Elvis C. Umez
Leadership Consultant
School of Leadership Development (SOLD)
IDB Consult

Comments

Post a Comment

Popular posts from this blog

DYNAMICS OF INFLUENCING YOUR COLLABORATORS

DYNAMICS OF INFLUENCING YOUR COLLABORATORS In the just previous essay I pointed out the three major right attitudes the leader must have in his or her bid to influence the collaborators, which are: he or she must always come up with superior argument, be grounded in wisdom and knowledge, and be proactive in proffering solutions that make problems go away. However, today, I am going to be discussing the dynamics of influencing the collaborators and the point of influence associated with them in the progressive transformation of the cycle of leadership. In the cycle of leadership, the leader is given a goal to transform followers who got attracted to them by the leadership vision into becoming disciples who by a series of teaching learning of the principles that make for good leadership are transformed into collaborators who have eventually discovered their leadership purpose and are willing to either sustain the work being done by the leader or are launched out as leaders in order to ...
Post a Comment
Read more

The Decision Factor

In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing. - Theodore Roosevelt “The value of decisions depends upon the courage required to render them. The great decisions, which served as the foundation of civilization, were reached by assuming great risks, which often meant the possibility of death.” “The majority of people who fail to accumulate money sufficient for their needs, are, generally, easily influenced by the ‘opinions’ of others.” Were the words of Napoleon Hill, in his book, Think and Grow Rich. He continued, “They permit the newspapers and the ‘gossiping’ neighbours to do their ‘thinking’ for them. ‘Opinions are the cheapest commodities on earth. Everyone has a flock of opinions ready to be wished upon anyone who  will accept  them. If you are influenced by ‘opinions’  when you  reach DECISIONS, you will not succeed in  any undertaking ...
Post a Comment
Read more

LEADERSHIP REFELCTIONS 19

The spectator syndrome has the most devastating effect on any leadership whose pioneer leaders allow the crowd to tell them what to do and what not. This syndrome creates the same effect created by back seat drivers who believe they know how the driver should drive. They talk with so much proficiency that could make you consider their suggestions, which is rather a distraction in a kind. Pioneer leaders should understand that distractions only come because they are focused and should never allowed themselves to be diffused into the words of those suffering from the syndrome. Every leadership is navigated by a game plan that only the leaders see. While it could be suggested that they are not doing what they are supposed to, it is important to note that their perceptive in the field of play differ from those standing aside and observing. In the football field, there could be a million spectators, yet only 22 players touch the ball. The players who score the most goals understand how to...
Post a Comment
Read more