Ideallized Influence

Idealized influence is measured on two components, attributional component and behavourial component. Northouse (2013, p.191) states that “attributional component refers to the attributions of leaders made by followers based on perception they have of their leaders” and behavourial component refers to “followers’ observations of leader behaviour. “

As stated by Aydogdu & Asikgil (2011), idealized influence can be divided into two terms specifically idealized influence attributed and behaviour. Idealized influence attributed refers to whether or not the leader is seen as charismatic, powerful and confident and if the followers would like to be associated with him / her. Secondly is idealized influence in term of behaviour include about his/her most important values and beliefs, emphasizing the collective mission and purpose, as well as considering the

The first skill of idealized influence is the “ability of the leader to build loyalty and commitment within others by building a sense of mission, without consideration of their own self-needs” (Ghadi & Fernando, 2013, p.535). To build loyalty among followers, “the leader will have to strengthen mutual confidence, respect and trust” (Doody & Doody, 2012, p.2). As a leader, I will first have to show confidence in my decision-making as well as my vision that I am exuding. Idealized influence is the ability of the leader to build commitment within their followers, which is influenced by self-confidence, respect and trust. Involving followers and asking for their advice will help to instil a sense of mutual respect and trust. For the leader to be effective in influencing their followers, they must also have charisma, defined by Doody & Doody

Transformational leaders provide a sense of vision and mission, they have the capability to inspire through communication of high expectations, stimulate the use of intelligence for problem solving, and provide personal attention and coaching for followers. This type of leadership is concerned with emotions, values ethics, standards and long term goals (p.185). “Charismatic leaders act in unique ways that have specific charismatic effects on their followers”(p.188). Charismatic leaders are strong role models for the beliefs and values they want their followers to adopt.

As a leader, I am motivating, interactive, and charismatic. I thrive off my ability to help others achieve their goal and I also inspire the group as a whole to pursue one vision, together. I consider myself to be a combination of a transformational leader and servant leader. As defined in the text by Borland, transformational leaders motivate followers to change or transform, are responsible to the individual needs of followers, inspire followers, and align the goals of the organization, leader, group, and individuals (Borland, Kane, and Burton, 2015). In comparison, servant leaders demonstrate interactions between the leader and the follower, emphasizing the needs to the follower, and showing concern for the follower. To add, as both a transformational and servant leader, I set high expectations to motivate others, display enthusiasm and optimism, provide support and encouragement of followers to interact, generate self-confidence in others, encourage creativity and input, and provide opportunities for personal growth. After reading the article, Leadership that gets Results, I also learned that I demonstrate authoritative leadership. Authoritative leaders are individuals who mobilize people towards one vision (Goleman, 2000). Traits that are associated with authoritative leadership include diversity, flexibility, and ambition. In addition, the articles states that an authoritative leader defines the end goal but generally gives people plenty of leeway to devise their own

Everyone has faced the challenge of trying to convince someone that their idea, their product, or their plan is the right one. If we establish ourselves as a person of trust with a sound vision and an eye for those around us, we will likely be successful in this endeavor. It is in this process that we begin creating and sustaining influence over others. One of the many qualities of an effective leader is forming one-on-one relationships. When we build these relationships upon a foundation of trust and our actions make not only ourselves, but others, successful, we begin to create influence. If we have successfully been influential, followers trust our judgment, believe in our cause, and share our vision. Creating influence is one of the major

The role of the follower and the quality of the relationship itself are informally negotiated between followers and their leaders over time (Gils, Quaquebeke, & Knippenberg, 2009). Based on the LMX theory, leaders build a special relationship with an inner circle, or “in-group”, of followers, who often get high levels of responsibility and access to resources. The in-group members work harder and are more committed to task objectives. They are also expected to be totally committed and loyal to their leader. Conversely, other followers fall in the “out-group" and are given low levels of choice or influence. Aggression, sarcasm and a self-centered view are qualities seen in the out-group. The quality of the LMX relationship varies and is better when the challenge of the job is extremely high or extremely low (Graen et al., 1982).

Georgia, thank you for your post, it was enjoyable to read. You stated “the author of Surprising Insights spoke of the unchurched as those being away from the church for ten years,” however based on my exposure, there are many who’ve been away a lot longer; as much as fifteen years or more. Therefore, as you also stated, Rainer indicated the urgency of the research of the unchurched group is needed. This is due to the gospel of Jesus Christ not being introduced (Rainer, 33). The concept behind “The Church of Irresistible Influence” that presented the bridge of influence and what it was made of was enlightening. It is of one’s belief that Lewis’ approach and explanation (connecting the church and the community in a manner to make it real) was

Authentic transformational leadership can be defined as “a leader who demonstrates ethical behavior and personal character while performing the four leadership behaviors including idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass & Steidlmeier, 1999). Pseudo-transformational leadership is the direct opposite of authentic transformational leadership. These leaders share charisma and gaining followers with authentic leaders. “But while authentic transformational leaders drive long-standing corporate turn-arounds, pseudo-transformational leaders tend to make short-term gains that ultimately result in long-term costs.” (Kraft). Transformational leadership is about creating relationships and maintaining communication which is centered around a common vision, goals, and values. While there are several criticisms of the theory of transformational leaders which include that they use impression management and thus can be accountable to accusations of amorality,

We have learned from earlier sessions of this class that individuals inherently possess certain biases. Leaders need to understand that they will inherently have stronger relationships with followers they like or are similar to them. In a multi-cultural situation, this can result in the leader allowing biases to prevent them from developing relationships with those that are culturally different, or that they do not “like” as well as others. This leads to a lower expectation on that follower as part of the “out-group”, less resources and guidance provided, and generally a weaker relationship between the leader and the follower. All of this translates to lower levels of performance and commitment from the follower. Leaders must ensure they don’t allow “liking” of certain followers to cloud their perception of others or the quality of their work and commitment. Conversely, leaders can benefit from this relationship by “liking” all of their followers and developing strong relationships with each of them individually. This is accomplished by the leader maintaining a positive implicit follower theory in regards to each of their followers. Leaders who have more positive perceptions of followers are more likely to judge and treat them favorably, resulting in greater “liking” and stronger LMX

A positive role model is an idealized influence, which is highly fundamental to becoming transformational leader (Babou 2008). The leader shouldn’t ask followers to do something that he or she wouldn’t do themselves (Babou 2008). Idealized influence can be expressed through a transformational leader 's willingness to take risks and follow a core set of values, convictions, and ethical principles in the actions they make (Schieltz 2016). Through this concept, the leader builds trust with his followers and in turn, the followers would develop confidence in their leader (Schieltz 2016). When the supporters understand that their transformational leader has great potential and determination, it push them to higher levels (Berci 2014). No matter the situation, as a transformational leader, it is key to have the capability to become the role model for their followers (Berci 2014).

Due to their widespread public presence, advertisements also have a significant amount of influence over the emotional well-being of their viewers. According to http://www.livescience.com/, researchers at the University of California, Los Angeles, and George Washington University explored the differences between “logical persuasion” advertisements and “nonrational influence” advertisements. “Logical persuasion” or “LP” ads use statements of fact to appeal to viewers’ sense of reasoning, encouraging them to choose a certain product based on logic. “Nonrational influence” or “NI” ads aim to distract viewers and inhibit their sense of judgement by using attractive imagery. In the study outlined in this webpage, 11 women and 13

Transformational Leaders are frequently alluring, however are not as narcissistic as unadulterated Charismatic Leaders, who prevail through a faith in themselves as opposed to a confidence in others.

Leadership is often viewed through a lens of positivity where leaders motivate, influence, and persuade followers to work together toward commonly held objectives benefiting organizations. Followership is often considered through a negative lens where followers’ dependence on leaders to provide motivation and inspiration is assumed. Viewing leadership primarily through a positivity lens and followership primarily through a negativity lens does not always correspond with the reality of many leader/follower paradigms in modern organizations. Many organizational followers are intrinsically motivated to engage actively in their work exercising their own mental fortitude to solve organizational problems. Some organizational leaders use detrimental behaviors, have defective personas, and inject toxicity into the organizational system.

Phenomenon: A follower-centric approach discusses the role charisma plays in the leader/ follower centric paradigms. Based on the conversation that the author is having with his audience, charisma can be conceptualized as a five-dimensional construct and among them three (i.e. leader extraordinariness, leader archetypically and leader group prototypically) are cognitive (i.e. beliefs) while the remaining two (i.e. reverence with awe and love with enthusiasm) are affective (i.e. sentiments). The operational definitions of these dimensions are: