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Influence: A Primer
Influence is a social competency necessary for any leadership style. It can be done in a way that is meaningful and effective, or fraught with resistance. Leaders competent in Influence will gather support from others with relative ease, creating a group who is engaged, mobilized, and ready to execute on the tasks at hand.
But how does one develop this competency? What does it look like in different contexts?
In A Primer, Daniel Goleman and colleagues introduce Emotional Intelligence and dive deep into the Influence competency. The authors illustrate the skills needed to guide others in realizing the value of your ideas and point of view – not for the sake of exerting blind command, but to collaborate towards a positive vision with empathy and awareness.
This is the eighth in a series of Primers that explores each of the 12 Emotional and Social Intelligence Leadership Competencies, with a thorough overview of the Competency Model itself.
Daniel Goleman, Richard Boyatzis, Peter Senge, Vanessa Druskat, Matthew Lippincott, and Matthew Taylor elaborate on the Influence what it means, why it matters, and how to develop your capacity for it in both personal and professional settings.
Here’s some of what’s
•Overview of Emotional Intelligence
•Overview of the Competency Model in Leadership
•Introduction to Influence
•3 Detailed, High-Level Examples of Applied Influence
•How to Develop Influence
•Teams, Emotional Intelligence, and Influence
•Influence and Leader Performance
•Cultivating Influence Through Executive Coaching
Whether you are an individual looking to elevate your personal performance, a consultant or coach in need of research-based resources, or a head of leadership development in your organization seeking a brief yet informative resource to share with your team, this Primer is for you.
But how does one develop this competency? What does it look like in different contexts?
In A Primer, Daniel Goleman and colleagues introduce Emotional Intelligence and dive deep into the Influence competency. The authors illustrate the skills needed to guide others in realizing the value of your ideas and point of view – not for the sake of exerting blind command, but to collaborate towards a positive vision with empathy and awareness.
This is the eighth in a series of Primers that explores each of the 12 Emotional and Social Intelligence Leadership Competencies, with a thorough overview of the Competency Model itself.
Daniel Goleman, Richard Boyatzis, Peter Senge, Vanessa Druskat, Matthew Lippincott, and Matthew Taylor elaborate on the Influence what it means, why it matters, and how to develop your capacity for it in both personal and professional settings.
Here’s some of what’s
•Overview of Emotional Intelligence
•Overview of the Competency Model in Leadership
•Introduction to Influence
•3 Detailed, High-Level Examples of Applied Influence
•How to Develop Influence
•Teams, Emotional Intelligence, and Influence
•Influence and Leader Performance
•Cultivating Influence Through Executive Coaching
Whether you are an individual looking to elevate your personal performance, a consultant or coach in need of research-based resources, or a head of leadership development in your organization seeking a brief yet informative resource to share with your team, this Primer is for you.
39 pages, Kindle Edition
Published August 11, 2017
15 people are currently reading
77 people want to read
About the author
Daniel Goleman
386 books5,508 followersAuthor of Emotional Intelligence and psychologist Daniel Goleman has transformed the way the world educates children, relates to family and friends, and conducts business. The Wall Street Journal ranked him one of the 10 most influential business thinkers.
Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”
Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.
His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.
Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”
Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.
His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.
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Displaying 1 of 1 review
August 31, 2019
Relationship Management
Influence
The competency of influence of the emotional intelligence framework is, essentially, of expressing one’s ideas in a meaningful and effective manner that will appeal to others (convince/persuade by building trust/maintaining integrity/showing authenticity/being honest as opposed to fraught with resistance) or presenting the ideas by taking into consideration of others’ perspectives/concerns. More specifically, for leaders with the positive leadership styles of visionary, participative, coaching and affiliative, the competency of influence is a powerful, inherent way to get a group engaged, mobilised to execute an influential idea. There is also a general public understanding that leadership equates to influence irrespective of within families, communities or at work. On the other hand, common, old-styled pacesetter and command-and-control leaders create a negative emotional climate, thus making it difficult to perform the act of influencing. It is important that leaders are sensitive to the culture of the organisation/ having an awareness of the cultural DNA when engaging in a major influencing/change activity. Not surprisingly, the authors have identified several other emotional intelligence competencies, in addition to prominent self-awareness and empathy, that are instrumental to the competency of influence: self-control, adaptability and positive outlook.
Interestingly, the authors have highlighted how the competency of influence becomes important in a team environment. Insightfully, they have presented the need for leaders to influence the team members to develop team norms (referred to as team EI norms) for true collaboration such as interpersonal understanding, caring behaviour and building external relationships. Besides, research shows, as expected, that warm-demanding style of influencing was highly effective as opposed to the styles of unintended enabling (avoiding conflicts at all cost)) and negative controlling (believe personal relationships with direct reports weaken leader’s position) that demotivate the team. In warm-demanding style, leaders deeply believe in their teams, and at the same time, have high expectations from the members.
In twelve booklets, a team of contributors led by the world-renowned psychologist/author Dr Daniel Goleman enlightens readers with the essentials of the competencies associated with the important personal/leadership development framework of emotional intelligence (EI). Year of research has shown that EI competencies are directly related to high performance at all levels of work, and EI is referred to as the distinguishing competency when used over a threshold competency such as general intelligence/IQ. In fact, it was a book on emotional intelligence published by Dr Goleman over two decades ago that made the notion highly popular among many others working in the field of psychology, and business leaders alike. We further see that EI competencies also provide useful guidance for any individual in their personal growth so that he/she could become a valued social member/citizen in general. These twelve booklets give the readers the latest enhancements/refinements on the notion compiled by associating the research outcomes, experiences and knowledge/insights of many other scholars working in the area. The authors have divided the notion of emotional intelligence into two broad sets of abilities: self-awareness led self-management and social-awareness led relationship management. It is very interesting and insightful to see that EI led personal growth/leadership development must start from internally oriented self-management before extending to externally oriented relationship management. In other words, it suggests that some introversion characteristics need to be more prominent and given focus before moving onto the extrovert ones. Another interesting research revelation highlighted is that depending on the number of EI competencies a leader possesses, he/she would follow different approaches to managing/leading. A leader with six or more EI competencies was shown to be more democratic in their approaches, and as a result, boost employee motivation and effectiveness, leading to strategic gains. On the other hand, a leader with three or fewer competencies tends to fall back onto directive/coercive approaches (i.e. giving commands and ordering people around) that are likely to produce only short-term relative results, if, if at all.
Moreover and importantly, the authors give the neuroscience basis of the EI framework. Essentially, achieving a higher degree of EI is indicative of enabling the use of the executive area of the brain- the prefrontal cortex (PFC) - to manage one’s emotions (and associated brain areas including the amygdala), disallowing the situations referred to by amygdala hijack. Another example of a neuroscience basis for the EI framework is the use of the brain areas referred to as the social brain, which includes mirror neurones, for understanding and connecting with other people/relationship management.
This review/appreciation is written on “Building Blocks of Emotional Intelligence: 12 Leadership Competency Primers” by Daniel Goleman, Richard Boyatzis, Vanessa Druskat, Richard J. Davidson, George Kohlrieser, Mette Miriam Boell, George Pitagorsky Michele Nevarez, Matthew Lippincott, Ann Flanagan Petry, Peter Senge, Matthew Taylor, Amy Gallo and Claudio Fernández-Aráoz
Influence
The competency of influence of the emotional intelligence framework is, essentially, of expressing one’s ideas in a meaningful and effective manner that will appeal to others (convince/persuade by building trust/maintaining integrity/showing authenticity/being honest as opposed to fraught with resistance) or presenting the ideas by taking into consideration of others’ perspectives/concerns. More specifically, for leaders with the positive leadership styles of visionary, participative, coaching and affiliative, the competency of influence is a powerful, inherent way to get a group engaged, mobilised to execute an influential idea. There is also a general public understanding that leadership equates to influence irrespective of within families, communities or at work. On the other hand, common, old-styled pacesetter and command-and-control leaders create a negative emotional climate, thus making it difficult to perform the act of influencing. It is important that leaders are sensitive to the culture of the organisation/ having an awareness of the cultural DNA when engaging in a major influencing/change activity. Not surprisingly, the authors have identified several other emotional intelligence competencies, in addition to prominent self-awareness and empathy, that are instrumental to the competency of influence: self-control, adaptability and positive outlook.
Interestingly, the authors have highlighted how the competency of influence becomes important in a team environment. Insightfully, they have presented the need for leaders to influence the team members to develop team norms (referred to as team EI norms) for true collaboration such as interpersonal understanding, caring behaviour and building external relationships. Besides, research shows, as expected, that warm-demanding style of influencing was highly effective as opposed to the styles of unintended enabling (avoiding conflicts at all cost)) and negative controlling (believe personal relationships with direct reports weaken leader’s position) that demotivate the team. In warm-demanding style, leaders deeply believe in their teams, and at the same time, have high expectations from the members.
In twelve booklets, a team of contributors led by the world-renowned psychologist/author Dr Daniel Goleman enlightens readers with the essentials of the competencies associated with the important personal/leadership development framework of emotional intelligence (EI). Year of research has shown that EI competencies are directly related to high performance at all levels of work, and EI is referred to as the distinguishing competency when used over a threshold competency such as general intelligence/IQ. In fact, it was a book on emotional intelligence published by Dr Goleman over two decades ago that made the notion highly popular among many others working in the field of psychology, and business leaders alike. We further see that EI competencies also provide useful guidance for any individual in their personal growth so that he/she could become a valued social member/citizen in general. These twelve booklets give the readers the latest enhancements/refinements on the notion compiled by associating the research outcomes, experiences and knowledge/insights of many other scholars working in the area. The authors have divided the notion of emotional intelligence into two broad sets of abilities: self-awareness led self-management and social-awareness led relationship management. It is very interesting and insightful to see that EI led personal growth/leadership development must start from internally oriented self-management before extending to externally oriented relationship management. In other words, it suggests that some introversion characteristics need to be more prominent and given focus before moving onto the extrovert ones. Another interesting research revelation highlighted is that depending on the number of EI competencies a leader possesses, he/she would follow different approaches to managing/leading. A leader with six or more EI competencies was shown to be more democratic in their approaches, and as a result, boost employee motivation and effectiveness, leading to strategic gains. On the other hand, a leader with three or fewer competencies tends to fall back onto directive/coercive approaches (i.e. giving commands and ordering people around) that are likely to produce only short-term relative results, if, if at all.
Moreover and importantly, the authors give the neuroscience basis of the EI framework. Essentially, achieving a higher degree of EI is indicative of enabling the use of the executive area of the brain- the prefrontal cortex (PFC) - to manage one’s emotions (and associated brain areas including the amygdala), disallowing the situations referred to by amygdala hijack. Another example of a neuroscience basis for the EI framework is the use of the brain areas referred to as the social brain, which includes mirror neurones, for understanding and connecting with other people/relationship management.
This review/appreciation is written on “Building Blocks of Emotional Intelligence: 12 Leadership Competency Primers” by Daniel Goleman, Richard Boyatzis, Vanessa Druskat, Richard J. Davidson, George Kohlrieser, Mette Miriam Boell, George Pitagorsky Michele Nevarez, Matthew Lippincott, Ann Flanagan Petry, Peter Senge, Matthew Taylor, Amy Gallo and Claudio Fernández-Aráoz
Displaying 1 of 1 review