The concept of influence processes and the various types of influence processes, role of influence in contemporary leadership

Assignment Details:

1. Please review the Executive Summaries of three (3) other peers, providing an objective assessment and constructive feedback that will help strengthen the effectiveness of their efforts and the quality of the finished report.

Deliverable Length:   250 words (minimum) per response

PEER 1: ASHLEIGH

The purpose of this assignment is to describe the concept of influence processes and the various types of influence processes, role of influence in contemporary leadership, methodology used to identify and research leaders selected, identify the influence processes in each leadership, strengths and weaknesses of each leader, and key attributes in future challenges that Mark Zuckerberg, Bill Gates, and Larry Page possess in their leadership.

The concept of influence processes of a leader determines the basic functioning of an organization. There are eight types of influence processes and the leaders use the same ones in their leadership. It was found that introverted tactics were used by these three leaders and that collaboration and participation leadership were used for all three.

Mark Zuckerburg, creator of Facebook, uses collaboration, assertiveness, and coalition formation to influence by using these influence processes. Mark is known to be a confident, almost aggressive, impatient, and an inquisitive person (Grossman, 2014). Mark Zuckerberg uses open communication with his staff and collaborates on new ideas with them. He speaks to everyone and gets to know them and then ask if they have any new ideas or questions. In future challenges,he is level headed when it comes to being under pressure. Zuckerberg is an inquisitive person and thinks deeper than most people. He is more critical in this thinking than just accepting an idea. Mark Zuckerberg has visions. Visions to shape future generations and tackle global problems. He is passionate about what he does and wants everyone to have the internet.

Bill Gates, creator of Microsoft, uses the influence processes: collaboration, rational persuasion, coalition formation, and inspirational appeal. Gates believed that when employees collaborate and share ideas, then the company will flourish, since he did not like to work alone and make the decisions himself (Shah, 2013). Gates was very passionate and knowledgeable in computers and programming. He was always learning new things and wanted his employers to do the same (Heller, 2000). With the willingness to learn, Gates very much cared for his employees and wanted to help them succeed and grow in knowledge. Gates, for future challenges, wanted to make steps toward a goal instead of going all in. He wanted the team to succeed, but also the individuals on the team to succeed. He wanted his staff to be creative so that they can explore new ideas and opportunities. Gates cared for his staff and cared for others. He gave most of his money to charities.

The third leader, Larry Page, creator of Google, demonstrates the following influence processes: collaboration, coalition formation, and rational persuasion. As a leader, Page makes sure employees have opportunities and feel like they are making an impact. Collaboration is important in the Google world and Page has his management write him a 60 word update on current projects to ensure faster decisions and openness while also maintaining an open culture where everyone is a contributor and shares ideas and opinions (Brandt, 2011). Page likes open communication and wants employers to come to him directly when they have questions or issues. Page is very knowledgeable in the computer world and spreads his knowledge to his peers and coworkers while collaborating on new ideas. He strives to be a leader who listens and communicates with his team, embraces new challenges, such as investing in Android, which he increased its investments, and wants to improve his decision making skills for the company after he left Google and came back. All three leaders, who are introverts, are very successful in their own ways in their organizations.

In conclusion, influence processes are tactics that these leaders used to become a successful leader and changed their organization for the better. All three seem to use collaboration ideas with their staff in for everyone to feel like they have a purpose in the company. Collaboration seems to be a tactic for introverts so that they do not feel like overwhelmed making all the decisions, but also want to think about others and include them in their decisions. Along with collaboration, they all seem to use coalition formation and have others, who are more experienced in their jobs, help them succeed with their duties.

PEER 2: ANDREW

Purpose:

The purpose of this paper is to introduce someone who may not be aware of leadership skills and the processes, then give them a quick, concise, and comprehensive understanding of how it works. Other purposes consist of research for educational purposes to further understand the topic and gain a better understanding of exactly how decisions are made and how chief executive officers (CEOs) make decisions to help build up their businesses, corporations and successfully manage them.

Process:

The process consists of doing research and going over materials already discussed and researched to provided information to thoroughly discuss points made throughout the paper. One of the first things is to create the outline and brainstorm exactly what is going to be discussed. This consisted of choosing the Chief Executive Officers that will be discussed and figuring out the different leadership styles and roles they have. This is critical for comparison and contrast, furthermore, attempting to identify what works based on empirical data. Information that was considered for comparison and contrast is trait theory and Five-Factor Model which was developed in the 1980s (Diener, & Lucas, (2020). The idea was to look at these two concepts and see if there could be any differences in processes that could also be identifiable when trying to compare leadership styles. But if there was not there is still enough to explain where possible traits in behavior are consistent with the structuring of an organization or business led by the CEOs.

Findings / Discussion:

What seems evident through the finding and research that has been done thus far, is there a lot of information on influences processes and how those influences are affected by the leadership styles. The influences process is one of the determining factors on exactly how subordinates react to changes within an organization (Pierro, Raven, Amato, & Bélanger, 2013). The leadership styles and influences process are the biggest factors because they really determine how successful a company can be. This is understood through a lot of avenues and business ethics is one of those categories where all those things to fall in place. When attempting to explain some of the theories going into trait theory and seeing how it has changed was another very informative process in developing the paper. Gordon Allport, who was an American psychologist helped in creating new perspectives on how to look at the trait theory that intern helped with the birth of different leadership styles (Diener, & Lucas, 2020).

REFERENCES:

Pierro, A., Raven, B. H., Amato, C., & Bélanger, J. J. (2013). Bases of social power, leadership styles, and organizational commitment. International Journal of Psychology, 48(6), 1122–1134. https://doi-org.proxy.cecybrary.com/10.1080/00207594.2012.733398

Diener, E. & Lucas, R. E. (2020). Personality traits. In R. Biswas-Diener & E. Diener (Eds), Noba textbook series: Psychology. Champaign, IL: DEF publishers. Retrieved from http://noba.to/96u8ecgw

PEER 3: PAUL

Leadership Styles of CEOs

Leaders are defined in many ways and some hold positions while others do not. The leaders of today may become the CEOs of tomorrow with the right determination, leadership, influence and guidance. The CEOs that are successful have certain things that they do that have led to their success and one of those pertain to their leadership. Leadership is defined as the ability of an individual to influence others to achieve a common goal (Editorial Board [EB], 2019, p. 4).

Three successful CEOs in different business markets, Jack Welch of General Electric, John Legere of T-Mobile and David Cordani of Cigna, will be compared to determine how each arrived at their CEO position. This will determine if there are similarities and differences in their leadership and how they influence others.

John Legere uses transformational leadership and started this on day one at T-Mobile. A couple things he identified when hired was the employee morale was beaten down and it was due partially to the legal and HR departments exerting too much control (Legere, 2017, para. 4). One of the things he focused on was listening to employees. He allowed veterans to display a picture of themselves on their desk which was against the rules prior to his arrival. Another change he made was to allow candidates with tattoos and facial piercings to be hired since he had a daughter with a tongue piercing and another with six tattoos. John Legere influences employees by making T-Mobile a challenging, inclusive and diverse workplace where being yourself is encouraged. This led to him receiving a 95% employee approval rating on Glassdoor in 2016. Another great thing is John believes the employees should share in the company’s success by making them owners through stock grants (“T-Mobile’s John Legere”, 2016, para. 3).

CEOs can be influential by listening to employees and showing them that they do matter and they are an asset to the organization. When a CEO listens to an employee the employee then sees changes that can directly impact them and their work environment and can lead to better employee morale. Sometimes employees just want to be heard and given an explanation of why a change is being implemented, why it is best and how the impact of the change will benefit them.

Board, E. (2019). Leadership and Ethical Decision Making. [VitalSource Bookshelf]. Retrieved from https://online.vitalsource.com/#/books/9781945554766/

Legere, J. (2017, Jan). T-mobile’s CEO on winning market share by trash-talking rivals. Harvard Business Review, , 1. Retrieved from https://proxy.cecybrary.com/login?url=https://search-proquest-com.proxy.cecybrary.com/docview/1861302848?accountid=144459

T-Mobile’s John Legere Climbs Higher in Employee Ratings of America’s Top CEOs. (2016). Retrieved from https://www.businesswire.com/news/home/20160608006474/en/T-Mobile%E2%80%99s-John-Legere-Climbs-Higher-Employee-Ratings