Human Resource Management homework help. Strategic Leadership
Strategic Influence
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Competencies
Scanning
Visioning
Reframing
Making common sense
Systems Thinking
Mindset
A collective process about the
present, not just the future –
both artful and analytical
Strategic Thinking
Source: Hughes (2014) pg. 72 2
Competencies
Act decisively in the face of uncertainty
Foster agility
Create alignment by setting clear strategic priorities
Mindset
Only some actions are strategic
Both short-term and long-term
An opportunity for learning
Always involve uncertainty
Strategic Acting
Source: Hughes (2014) pg. 123 3
Competencies
Building Trust
Managing the political landscape
Foundry spanning
Involving others
Connecting at an emotional level
Building and sustaining momentum
Mindset
Requires more than persuasion
Is far reaching
Requires being open to influence
Starts with a hard look at yourself
Strategic Influence
Source: Hughes (2014) pg. 149 4
Influence and Power
• “Influence is strategy when it is part of strategy
making and implementation efforts that are in
service of the long-term performance potential of
the organization.” (Hughes, pg. 147)
•Influence: when a person or group affects what
another person or group does or thinks
• Power: the capacity of a person or group to
influence other people or groups
•Authority: power that is formally given (position
or rule)
• Leadership: capacity to influence people to act on
their own free will in a particular way
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Power – French & Raven (1959
• Legitimate – This comes from the belief that a
person has the formal right to make demands, and
to expect compliance and obedience from others.
• Reward – This results from one person’s ability to
compensate another for compliance.
• Expertise – This is based on a person’s superior skill
and knowledge.
• Referent – This is the result of a person’s perceived
attractiveness, worthiness, and right to respect from
others.
• Coercive – This comes from the belief that a person
can punish others for noncompliance.
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Power
Legitimate
Reward
Referent Expertise
Coercive
Power: the capacity of a person or group to influence other people or
groups
Resource: MindTools: French & Ravens Five Forms of Power.
•Influence is the mechanism through
which people use power to change
behavior.
• Strategic Influencing: “ways in which
leaders influence others and the ways
they can open themselves up to
influencing from others. Influence is
the channel through which thought
and action flow throughout the
organization. It’s critical to
maintaining positive traction along the
organization’s strategic path” (Hughes
et al, 2014, pg. 5)
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It takes tremendous
discipline to control
to influence, the
power you have over
other people’s lives
Clint Eastwood (1930)
Origin of term: Strategic Influence
•Concept from military and geopolitical realm
describing a “nations ability to affect the policy
decisions of other nations and organizations through
control of information”
•Coordinated information campaigns (propaganda)
• Purpose of message is to encourage cooperation by
communicating benefits of doing so and potential
consequences of not doing so
•Can appeal to self interest, doing the “right thing”
and/or the “fear of negative consequences”
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Sources: Adapted from Cerami, J. R. & Holcomb, J. F. (Eds.). (February, 2001). US Army War College Guide to
Strategy. Full text. Commonwealth Institute of Cambridge. & Gouch, S. L. (April, 2003). Evolution of Strategic
Influence. US Army War College. Carlisle Barracks, PA)
Strategic Influence Defined
• “…how leaders engender commitment to the organization’s
strategic direction and learning and is essential to sustaining
competitive advantage in contemporary organizations.”
(Hughes et. al, pg. 145-147)
• Requires:
• Forging relationships inside and outside of the organization
• Inviting others into the process
• Building and sustaining momentum
• Purposefully using organizational systems and culture
• Demands:
• Clarity and vision
• Understanding patience and persistence
• Being “open to influence from others”
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Source: Hughes, Colaretti, Beatty & Dinwoodie. (2014). Becoming a Strategic Leader, (2nd Edition) pgs. 145-147)
Goals of Strategic Influence
•Getting people on the same page regarding
long term goals
•Engender buy-in to ensure there is
commitment not simply compliance
•Manage and shift the allocation of resources
to support “strategic intent”
•Ability to share insights and observations
both up and down
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Adapted from: Hughes et al (2014), Burke, A. (2016) What is strategic influence? Small Biz Chronicle and
Hughes, Colaretti, Beatty & Dinwoodie. (2014). Becoming a Strategic Leader, (2nd Edition) pgs. 145-147)
Nine Tactics of Influence (Hay Group)
1. Empowerment: making others feel valued by
giving them praise
2. Interpersonal awareness: identifying other
people’s concerns
3. Bargaining: gaining support by offering to
exchange favors or resources
4. Relationship building: taking time to get to
know others personally
5. Organizational awareness: identifying and
getting the support of key people
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Nine Tactics of Influence (Hay Group)
5. Common vision: showing how one’s
ideas support the organization’s goals
6. Impact management: presenting ideas
in such a way as to gain people’s
support
7. Logical persuasion: using logical
reasons, facts, and data to convince
others
8. Coercion: using threats or pressure to
get others to do what you want.
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Strategy is more than persuasion
•What are they thinking?
•Will they agree with my ideas?
•What objections might they raise?
•What do they hope to accomplish?
•What piece of my thinking is new for them?
•What are they hoping to hear?
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Persuasion vs manipulation
1. The intent behind your desire to
persuade that person,
2. The truthfulness and transparency of the
process, and
3. The net benefit or impact on that person
•Manipulation implies persuasion with the intent
to fool, control or contrive someone into doing
something, believing something or buying
something that that leaves them harmed or
without benefit
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4 essential steps for effective persuasion
1. Establish credibility
• Communication, expertise, integrity, strong emotional
character
2. Frame from common ground
• Effective persuaders must be able to describe their
positions and illuminate advantages – identification of
shared benefits
3. Provide evidence
4. Connect emotionally
• No effort to persuade can succeed without emotion,
but too much can be as unproductive as too little.
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Adapted from: Conger, J. A. (1998-Classic). The Necessary Art of Persuasion HBR.
“People do not know what they want”
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Competencies
Building Trust
Managing the political landscape
Foundry spanning
Involving others
Connecting at an emotional level
Building and sustaining momentum
Mindset
Requires more than persuasion
Is far reaching
Requires being open to influence
Starts with a hard look at yourself
Strategic Influence
Source: Hughes (2014) pg. 149 17
Why organizations don’t learn
• “Virtually all leaders believe that to stay competitive, their enterprises
must learn and improve each day”
• Because organizations focus too much on success they
• Take action too quickly
• Try too hard to fit in
• Depend too much on experts
• Challenges
• Fear of failure
• A fixed mindset limited ability to learn – focused on performing
well
• Overreliance on past performance: less open to acquire new skills
• Attribution bias – ascribe success to hard work, brilliance rather
than luck and blame failures on bad fortune
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Sources: Gino, F. & Staats, B. (2015). Why organizations don’t learn. HBR and Gino, F. & Staats, B. (2011). Why leaders don’t
learn from success. HBR and Ryan, J. (2010). Accelerating Performance. Center for Creative Leadership
Boundary Spanning
Formal vs Informal Structures
• Formal: Organizational Chart
• Reflects reporting hierarchy – top
down.
• Positional power
• Roles and responsibilities – job title
• Informal:
• Appears to ability to lead, direct or
achieve without positional power
• Could be based on knowledge or
experience
• Personality
• Trust
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CEO
Director of
Operations Operations
Director of
Sales/Marketing
Chief Financial
Officer
Director of
Operations
Human
Resource/OD
Research and
Development
Adapted from: Pielstick, C. D. (2000). Formal vs Informal Leading: A
Comparative Analysis. Journal of Leadership Studies 7(3) pp. 99-114
Organizational Boundaries
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Vertical Horizontal Stakeholder
Demographic Geographic
Shared Vision
• “The single defining quality of leaders is the capacity to
create and realize a vision” (Bennis, 1993, p. 216)
• Leaders does not impose, buy may initiate, the vision.
• Shared vision comes from:
• Shared needs, values, belief and purpose and emerges from
“fundamental wants and needs, and values of the followers.”
(Burns, 1978, p. 4.)
• Vision, values, beliefs and ethics create meaning and are “one
of the most potent shapers of behavior in organizations.”
(Wheatley, pg. 134
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Adapted from: Bennis, W. G. (1993) Managing the dream: Leadership in the 21st Century. & Pielstick, C. D.
(2000). Formal vs Informal Leading: A Comparative Analysis. Journal of Leadership Studies 7(3) pp. 99-114,
Burns, J. M. (1978). Leadership and Wheatley, M. J. (1996). Leadership and the new Science.
In the White Space
STRATEGY
STRATEGY
STRATEGY
STRATEGY
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• Formal and informal structures
• Development of new connections
• Breaking down walls
• Upward influencing
• Multiple perspectives
Human
Resources
Political Symbolic
Structural
Ground Figure Relationships
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Sky and Water (1938)
M. C. Escher (1898-1972)
Malcolm Gladwell: Choice,
happiness and spaghetti (18:15)
MMG633 Leadership Seminar Maimes 24
Also see: Gladwell, M. Summary of The Tipping Point: How little
things can make a big difference. & How to Start a Revolution.
Developing Your Strategic Influence Capability
•Build trust
•Manage the political landscape
• Engage in “boundary-spanning practices”
•Involve others
•Connect on an emotional level
•Build and sustain momentum
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Essential Behaviors
• It is as important to be open to influences as it is to influence
others
• Ongoing collaborative learning essential
• Communicate openness
• Strategic influences starts with a hard look at yourself
• Manufacture linking in critical relationships
• Promote familiarity
• Foster bonding
• Leverage the likable
• Identify the
• Protect them
• Position them strategically
• Reform/Remove jerks
MMG633 Leadership Seminar Maimes 26
Resource: Casciaro, T. & Lobo, M. S. (2005).
Competent Jerks, Lovable Fools, and the
Formation of Social Networks. HBR: On Point.
Summary: Strategic Influence
• Become clear about your passion: know
yourself
• Be deliberate about building relationships
• Reflect to understand and invest in “unnatural relationships”
• Keep your credibility intact.
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Assignment
• Review the list of competencies required of to influence strategically
and select one of the six (building trust, managing the political
landscape, boundary spanning, involving others, connecting at an
emotional level and the building and sustaining of momentum) and
describe the concept, a situation where you used this skill, and how
the skill was useful.
• Write about a specific instance where you used this skill
• Please write it down at least 3 pages by using New Roman 12 sizes

Human Resource Management homework help