Those Leaders Who Have The Greatest Impact Are Those Who Can

Those Leaders Who Have The Greatest Impact Are Those Who Can Influence

Those leaders who have the greatest impact are those who can influence a group or team. Briefly discuss the difference between a group and a team, and the strategies a leader should consider to influence a group or team. Recommended Resources Text Warrick, D.D. (2016). Leadership: A high impact approach [Electronic version]. Retrieved from Article Salahuddin, M. M. (2010). Generational differences impact on leadership style and organizational success. Journal of Diversity Management, 5(2), 1-6. Retrieved from the ProQuest database. McLaurin, J. R. (2006). The role of situation in the leadership process: A review and application. Academy of Strategic Management Journal, 5, 97-114. Retrieved from the ProQuest database. Multimedia INTELECOM (Producer). Different leadership styles (Links to an external site.)Links to an external site. [Video file]. Retrieved from TED (Producer). (2010). TEDTalks: Simon Sinek - How great leaders inspire action [Video file]. Retrieved from the Films On Demand database

Paper For Above instruction

Leadership influence plays a critical role in determining organizational success and effectiveness. To understand how leaders can impact their followers, it is essential to differentiate between a group and a team, alongside exploring strategies that enhance influence. This discussion examines these distinctions and proposes effective leadership strategies to influence both groups and teams, supported by scholarly insights and multimedia resources.

Difference Between a Group and a Team

A group is generally characterized by a collection of individuals who interact but operate independently toward individual goals. Groups tend to have a loose structure, where members may share information but lack a unified purpose or strong interdependence. For example, a department within an organization, where members work on separate tasks, exemplifies a group. Their cohesion is often minimal, and influence is usually limited to formal authority or positional power.

In contrast, a team is distinguished by a shared purpose, interdependence, and a commitment to collective goals. Team members collaborate closely, rely on one another’s expertise, and are accountable for outcomes as a unit. An example of a highly effective team is a project team within an organization working together to develop a new product. Teams often exhibit higher levels of cohesion, motivation, and trust, which significantly influence their performance and their leader's ability to motivate them.

Strategies for Influencing Groups and Teams

Leaders seeking to influence groups and teams must employ tailored strategies that align with their structural differences. Warrick (2016) emphasizes the importance of transformational leadership, where leaders inspire followers through vision, motivation, and emotional appeal, fostering commitment that transcends transactional exchanges. Transformational leaders effectively influence teams by establishing an inspiring vision that aligns individual aspirations with organizational goals.

In influencing groups, leaders should focus on establishing clear communication channels, setting expectations, and utilizing formal authority judiciously. As McLaurin (2006) suggests, understanding situational factors is vital, as different contexts necessitate different influence tactics—ranging from persuasive communication to authoritative directives.

For teams, interpersonal influence strategies are crucial. These include building trust, demonstrating competence, and engaging in participative decision-making. Sinek’s (2010) TED Talk on inspiring action underscores the importance of "beginning with why," thereby connecting team members to a shared purpose that sparks motivation and loyalty. Leaders who articulate a compelling "why" can foster a sense of ownership among team members.

Moreover, Salahuddin (2010) highlights that understanding generational differences aids leaders in tailoring their influence strategies. For instance, Millennials may value meaningful work and feedback, while Baby Boomers might respond better to formal recognition and authority. Recognizing these differences enhances a leader’s ability to motivate and influence diverse groups effectively.

Lastly, the multimedia resource "Different Leadership Styles" demonstrates the importance of adapting leadership style to the situational needs of followers and organizational contexts. For example, a situational approach suggested by McLaurin (2006) involves shifting from a directive style in crisis situations to a participative style when fostering innovation in teams.

Conclusion

In conclusion, the capacity of a leader to influence depends heavily on understanding the fundamental differences between groups and teams. While groups require clarity, structure, and authoritative influence, teams benefit from relational strategies emphasizing trust, shared purpose, and participative engagement. Drawing from scholarly resources and multimedia insights, effective leaders leverage a combination of transformational, situational, and adaptive strategies to inspire and motivate their followers, thereby maximizing their impact and driving organizational success.

References

• McLaurin, J. R. (2006). The role of situation in the leadership process: A review and application. Academy of Strategic Management Journal, 5, 97-114.
• Sinek, S. (2010). TEDTalks: How great leaders inspire action [Video]. Retrieved from https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action
• Salahuddin, M. M. (2010). Generational differences impact on leadership style and organizational success. Journal of Diversity Management, 5(2), 1-6. Retrieved from ProQuest database.
• Warrick, D. D. (2016). Leadership: A high impact approach. Retrieved from publisher’s website.
• INTELECOM. (Producer). Different leadership styles [Video]. Retrieved from https://www.intelecom.com/leadership-styles
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Yukl, G. (2013). Leadership in organizations. Pearson Education.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire manual. Mind Garden.