1.5 - About University

influencing those areas that provide the greatest leverage for success in organizations, leadersgain back control, not over daily employee activities, but rather at a higher level; that is, controlover areas such as vision, work environment, goals, and morale. This requires that leadersdevelop and exercise a great deal of personal or informal power. That power is based on expertiseand the commitment of followers, not on authority or on a leader’s place in the hierarchy.The truth about a leader’s area of influence is that much of your power is of your own making.Modeling the behavior that you expect of others is the most powerful form of influence inknowledge-based organizations. [☛ 1.8 Recursive Leadership, 15.2 Emotional Intelligence]L EADERCHOICESHow big your area of influence becomes will depend upon the choices you make. Historyteaches us that when controlling or authoritative managers leave (temporarily or permanently),their control is greatly diminished; but when influential leaders leave, their influenceremains, often indefinitely.H OW TO USE THIS LEADERSHIP TOOL“Anytime we think the problem is ‘out there,’ that thought is the problem.”—Stephen CoveyWhen changes are not being implemented as expected, there is a tendency for a leader to castblame on outside forces (e.g., a lack of buy-in by senior management; stalling by group members).However, blaming doesn’t usually work very well. A better alternative is for leaders tofind ways to expand their influence and, when possible, take personal responsibility for implementingchange. Use this tool to assess your area of personal influence as a leader, and to determinewhat decisions lie beyond your influence (i.e., in your area of interest). Use theworkspace provided to begin this process.WEB WORKSHEETArea of ControlWhich areas might you be trying to control, when influence would be a more powerful and lasting way to get the jobdone?Area of InfluenceIdentify 2 or 3 areas of interest in your organization where you would like to have more influence.SECTION 9 TOOLS FOR LEADING AND INFLUENCING OTHERS 275