Rabbi Sacks told me that the best way for managers to inspire leadership in the ranks is to delegate down and empower people as far as possible, then see how they perform.
Influence leaders encourage feedback of all kinds and know their role is to inspire creativity and innovation rather than control and dominate. They have high character, keep their promises and regularly share credit with fellow employees for good results. They’re willing to take a back seat if that means helping others with talent get heard. Influence leaders do the opposite - they lead by serving as mentors and inspire others to follow their vision. Greed, arrogance and a focus on maintaining a position of power undermine a company's culture. Influence Leaders Serve As Mentors, Inspire Innovation and Empower Others Because they keep people close to them who are likeminded, their homogenous teams may enjoy comfortable relationships, but they tend to be less innovative. They see it as their right and privilege to rule over others rather than their responsibility to set a positive example, advise and offer guidance. They lead by intimidation and fear rather than by garnering respect. Often, they yearn for attention and respect and use their power to wield attention. Power leaders seek control and often abuse their influence. In Winterkorn's case, he failed in both arenas: He let down customers, authorities and regulators for cheating diesel car emissions tests. This power-driven style leads to high employee turnover and low motivation and productivity. "They might win at life but still fail as human beings." "Plato famously argued in The Republic that a tyrant, however powerful, ultimately suffers in the end by corrupting his own soul," said Stanford psychologist Robert Sutton.
Superpowered initiative protocol influence professional#
The excessive emphasis Winterkorn placed on avoiding failure ironically led to his professional failure and to a huge financial loss for Volkswagen. He discouraged feedback and refused to hear problems from the ranks, creating a punitive culture that was said to have pushed engineers to cheat out of fear of not reaching their goals. Martin Winterkorn, former chairman of Volkswagen, exemplified failed power leadership. They don't fear failure as much as they fear not trying to find innovative solutions. Actually, influence leaders encourage people to take calculated risks, accept failure and get back in the game with renewed knowledge of the problem. Pressure to achieve doesn't override an influence leader's compassion for people when they make a mistake.
These influence leaders are more likable than "power" leaders, as they consistently identify a common point of interest with others and compromise whenever possible so both sides leave satisfied. The best leaders also tend to be great negotiators: They seek to understand the other side's perspective so they can offer options that benefit everyone. Highly effective leaders seek to uncover the greatness in each individual.
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