Examines the connection between influencing and negotiation. Using data collected from self‐assessment instruments developed by them, the authors argue that it is useful to see negotiation as one type of influencing. The article is in two parts. This first part concentrates on influencing. It looks at the six strategies that people at work actually use in their attempts to influence others. These strategies are used in combination and this makes it possible to identify four types of influencer or styles of influence. It is stressed that styles of influence are context specific. The findings raise questions about training in these areas and have implications for how this is undertaken. They also raise questions about what constitutes managerial effectiveness in these areas.
Describes the background behind the development of a new leadership self‐assessment instrument, the dynamic leader inventory and how the authors were able to confirm much current thinking on “visionary” leadership. They found leadership situations were enormously variable – what was appropriate behaviour in terms of visionary leadership varied from one situation to another, particularly with respect to the leader’s influence over others and influence over change. This led to the development of a new model of leadership, the “dynamic” leader which builds on, but goes beyond, the “visionary” model. This development is explained and a framework is outlined, identifying four types of leadership situations. Findings have clear implications for thinking about leadership and for the practice of leadership development.
Purpose – While there is an extensive body of theory and research on leadership, less attention has been paid to other work roles, including follower roles. The purpose of this paper is to explain and justify a three factor model of followership as a basis for exploring the role of followers, establishing what makes an effective follower and discussing the training and development of followers. This is the first part of a three part paper. It reviews previous theory and research on followership, before describing the three factor model of leadership and considering how it can be applied to followership. Design/methodology/approach – The first part of this paper consists mainly of a literature review on followership, and a description of the three factor model of leadership. The second and third parts of the paper outline the approach to the empirical research. Findings – The overall findings of this three part paper: provide empirical evidence to support the three factor model of leadership; justify the extension of the model to other work roles, including follower roles; allow the development of a three factor framework of follower behaviours. Research limitations/implications – The three factor model of followership shows that followership and leadership are not fundamentally different. Indeed, the skills that leaders need in their roles develop out of and build on those needed in follower roles. The essential difference is in the contrasting roles of leader and follower in which they are used. The research findings are based mainly on individuals in the public sector in the UK. Further research on other populations would be useful. Practical implications – Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Social implications – The view of followership expressed in this paper is a challenge to the widely held pre-occupation with leadership and, more generally, to the cult of leadership. Originality/value – This is the first published attempt to apply the three factor model of leadership to followership. Evidence is presented on the internal reliability and external validity of measures of leadership and followership. Scales were developed to distinguish between leader and follower roles and used to describe behaviours characteristic of such roles, as well as behaviours valued in these roles, based on 360 degree assessments.
Examines the connection between influencing and negotiation. Using data collected from self‐assessment instruments developed by them, the authors argue that it is useful to see negotiation as one type of influencing. Effective negotiation can be seen in terms of the use of particular influencing strategies. The article is in two parts. Part I examined influencing strategies and styles. This second part considers negotiating skills and highlights the relationship between them and influencing styles. The findings raise questions about training in these areas and have implications for how this is undertaken. They also raise questions about what constitutes managerial effectiveness in these areas.
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