The Key to Successful Management Today is Influence, not Authority
Introduction
Successful management is a key aspect in achieving the goals and objectives set in an organization. The art of management requires an individual who is able to harness more power than what is conferred by their position in an organization. While authority derived from the position may give managers power to have things done, achieving the desired results requires the manager to influence subordinates by communicating and leading them towards the expectations. Authority does not guarantee the manager success in motivating others to perform their task and roles assigned to them. The key to success management today is influencing other people to embrace the direction taken by the organization, but authority will only instill formality and fear.
Many managers feel that they need more power than they currently have in order to improve their situation. The managers think that what they things that they need done requires more authority. However, successful managers know that power is a crucial, prevalent and dynamic aspect; all they have to do is learn how to obtain it. A big challenge that the managers encounter involves finding a way to tap such power, harness it, and direct its force. The organizational managers understand that the approach will grant them individual power beyond what the organization can give to them (Ghuman & Aswathappa, 2010). Power in an organization refers to a group’s or person’s potential to influence other people or groups on their actions or beliefs beyond the authority gotten from their present position in an organization (Ghuman & Aswathappa, 2010). Hence, the major aspect in relation to power is a person’s ability to influence as a way of affecting other people. The key determining factor of power involve what peers or subordinates view an individual to be having possessing but not what he or she actually has.
Success in management is depicted by the way in which the leader or manager presents himself or herself so that people’s interaction with their style of management sways the power’s perception over others. The perception has an impact on the manager’s potential to influence other people’s behavior and actions. In most cases, the manager does not have to motivate employees with incentives or threat them with retribution to get them to follow instructions or perform the requested tasks (Ghuman & Aswathappa, 2010). The employees are influenced by the manager’s power and they want to follow him or her. The ability to influence emanates from the workers giving him or her authority to manage or supervise. The managers have understood the art of using the power to influence, while having the potential to acquire support from the employees (Dixon, 2005). Most of the employees would prefer working for managers who user can power properly to get things done.
The manager does need to be an authoritative hero, but should have characteristics that other people admire and associate with. The manager should have thoughtfulness, modesty, and restraint when approaching dilemmas, be cautious in rough times, and be able to reach a working comprise within an organization (Dixon, 2005). While these traits may seem to hold the manager back, they regularly turn out to be the fastest way of ensuring the organization is running properly. To be successful with the peers and subordinates in the organization, the managers must engage other persons’ sense of purpose, and convince them that that such purpose is worth following.
Management and Charisma
A successful manager acts as a leader in group or the entire organization. Social instinct is an inherent aspect in human nature, which encourages relationship wither others, living in communities, and following leaders. People instinctively recognize others who are aware of their destination and how they should get there (Dixon, 2005). Hence, charisma is important in management, so that other people can follow the manager without being bossed around. Some charisma allows allow the manager to lead other people in the organization through influence instead of authority. The managers must be strong leaders in order to influence others. A person knows he is a strong leader if there some people are following his or her values, ideas, or goals primarily because of who they are and due to job title or organizational role (Dixon, 2005). Shared values and believe can majorly cause people in an organization to unleash their talents and potential.
The mangers must cultivate powerful leadership in the organization. To gain the influence, they must let their passion show , having courage for their convictions , concentrate on issues that are important to them and others, drop petty things , lead others by example , and show followers that they have a clear goal to improve the organization (Dixon, 2005). Successful managers should always be open and sensitive to the people they want to lead, consult widely before committing, listen and ask before advancing (Dixon, 2005). Therefore, influential managers have to be accountable to the people they serve in their managerial roles. Their goal is not just to push employees to achieve the set target, which is profitability, but to give them hope for a better future for individuals and entire organization. However, in some organizations or circumstances, the responsibility of assigned authority is quite powerful, and the individual in the position obtains huge respect and authority (Dixon, 2005). The manager is able command attention, which allows him to have tasks related to a project to be performed.
Successful managers build their influence around transparency and truthfulness. The managers have no hidden agenda; they embrace integrity, and abhor double-dealings, deception or underhand methods. In an organization, they are associated with consistency and values, which gives him respect among the peers and subordinates. The managers’ reliability and responsibility are appreciated by those who coffer responsibility and authority to them, and take blame for actions of those under them, while understanding that assuming responsibility does not imply neglect of duty (Ghuman & Aswathappa, 2010). The members of the organization accept the freely accept the managers legitimate power because his or her character has won them over. Legitimate power is derived from the internalized notion that a specific individual possesses the authentic right to have an influence over others or to act in a way that others power are obliged to comply with (Ghuman & Aswathappa, 2010). The manager does not use his position to stamp authority in an organization.
Their authority is not conferred to them by the virtue of occupying a position of authority in an organization’s formal hierarchy, out of respect from the members of the organization. Hence, the successful manager does not depend on his position to coerce the subordinates to follow instructions or perform various tasks, but shows them the need for productive and the impact it will have on the organization. The subordinates hold the manager in high regards and trust him or her to direct them towards the right direction. The subordinates will not perform their tasks or follow instructions because they fear their powerful boss, but will carry out their responsibilities because they have been motivated by the integrity and values shown.
Leadership in Teamwork
Successful managers show true leadership qualities in their team, and such leadership is only possible if they are able to influence other members. By acting as an influencer, the manager is able to naturally move others toward success by setting an example for them to follow. The followers in the team recognize their leader due to the manner in which he or she carries themselves, their reputation, credibility, and how they communicate. The manager’s character exhibit certain behavior that others appreciate and desire to replicate (Sinha, 2009). In a business environment, it is possible to confuse influence with authority. Influence can be likened to a skill that a person applies irrespective of position or authority or a decision making role given to an individual because of his or her tittle. An authority figure is not necessarily an ordinary influencer even if they can give instructions or direction. If the decision and direction’s given by the authority are not accepted, team members may not offer their total commitment to the task or project at hand (Sinha, 2009). The followers in the team may even resist the instructions or tasks assigned to them, which can erode trust, cause team alienation, and destroy the reputation of the leader.
In most cases, development of influence as a skill takes time. The influencers are able to develop such skills when they encounter and take on challenging roles or tasks, where they have to lead, come up with decisions and move team members. Hence, even team leaders who have not acquired authority through positions can grow into successful leaders by taking on and managing challenging roles or duties. In teamwork, successful managers become influencers by becoming approachable and likeable, which enable them to build relationships (Pietri, 2014). The employees will be willing to work in a team in which the leader is able to get the project done and can easily get along with. The manager has to be a leader who is positive and respectful. The manager has to build his or her network by having a positive legacy and being likeable. The manager can build a positive relationship by showing others that he has a vision and communicate it effectively. Usually, it easy to influence people if there is vision and energy around a challenge or idea (Pietri, 2014). As an influencer, the manager can tap into the resulting excitement and make positive connections in the process. Also, the manager has to recognize the individuals who have helped in making the vision a success by giving credit where and when it is due.
When managers lead with influence, employees will perceive everything instructed and do them. The manager has to be proactive and take initiative to show the employees as team members that he or she is intentional in project to be done. Successful managers enhance trust with team members by honoring their responsibilities and ensuring that they meet deadlines (Pietri, 2014). While delegating tasks, the managers have to inform employees what level of success they need to attain, guide them in deciding how to succeed , and allow them to lead the tasks by not micromanaging them (Pietri, 2014). Since the manager shows trust in them, they will also trust him more.
Influence through Communication
Communication is an important aspect that helps managers to build their influence over employees. Effective communication with employees and keeping an open mind enable the manager to build his or her influence since people are moved by good communication. Effective communication enables managers to take charge of a team, provide direction, encourage and stimulate members (Lewis, 2007). They are able to convince others in an organization and make them work towards the set goals including all aspects relating to them. In order for the manager to influence them, he or she must give instruction and provide direction that is sensible to the employees or team members. Having an open mind makes the manager a good listener, so that he can consider the views and opinions of others (Lewis, 2007). The employees perceive that they are valued by the manager irrespective of their differing opinions. An influential manager creates a positive environment that allows employees to send information and get feedback regarding the same.
As an influencer, the successful manager understands that employees have their own ideas and concerns regarding any task that they are supposed to perform. Effective communication allows them to share whatever concerns and issues they have and what they expect from the leader and the organization. Effective communication enhances understanding of the managers’ beliefs and values of the organization, and inspires employees to follow them as required (Lewis, 2007). When there is no good communication, the manager fails to inculcate such values and beliefs in employees. The manager cannot use his authority or position to cause the employees to accept and believe in the values of the organization. However, an influential manager communicates to the employees about the impact of organizational values in achieving personal and organizational goals (Lewis, 2007). The manager is able to stimulate other people thoughts and influence their behavior, and inculcate the desired values in the organization.
Manager’s success can be assured by positive body language since people are very careful when processing visuals. They will mostly take notice of how the manager behaves and how he reacts under different situations. Also, facial expression clearly indicates whether the manager mean he or she is communicating, and hence, the manager should ensure that his or her face implies what they speak with their mouths. Some gestures may indicate a person who is stamping their authority while others may project positive energy which goes a long way in influencing how employees react to instructions or directions (Lewis, 2007). Employees will be respond positively to managers who are consistent in communication and intentions, which creates healthy relationships and build trusts in the organization. A manager who is more likeable is able to easily communicate and influence more people to assist in meeting the organizational goals and expectations.
Conclusion
An influential manager is able to inspire others in an organization to perform their duties and roles without having to employ his or her authority. Some charisma in a manager gives him or her power to influence the ideas, behavior and actions of the peers and subordinates. In teamwork, a manager is required to show leadership qualities in order to influence other members. Communication is an important aspect that enhances the influence a manager has over others.
References
Dixon, P. (2005). Building a better business: The key to future marketing, management and motivation. London: Profile Books. 40-47
Ghuman, K., & Aswathappa, K. (2010). Management: Concept, practice and cases. New Delhi: Tata McGraw Hill. 265-269
Sinha, J. B. (2009). Culture and organizational behaviour. SAGE Publications India. 235-247
Pietri, P. H. (2014). Supervisory management. Cengage Learning.143-147
Lewis, P. S. (2007). Management: Challenges for tomorrow's leaders. Mason, OH: Thomson/South-Western. 299-305
