Concept of Influence in Leadership

Concept of Influence in Leadership Influence is defined as the force one person exerts on another person to induce a change in the targeted individual. Influencing can change a persons behavior, attitude, goals, opinions, needs and values. Influence is a necessary part of leadership. It is concerned with how the leader affects followers. Influence is a necessary ingredient of leadership, without influence, leadership is non-existent. The influence dimension of leadership requires the leader to have an impact on the lives of those being led. To make a change in other people comes with an enormous amount of social and ethical burden. Various types of influence processes and the factors affecting them Leaders use variety of influence process to alter the behavior of people. The influence process changes according to the demands of the situation. Influence processes refer to the five ways leaders shape organizational variables including people and resources. The five influence processes are direct decisions, allocation of resources, reward system, selection and promotion of other leaders and role modeling. Each will be discussed in detail in the following paragraphs: Direct decisions:Â  Direct decisions provide the leaders the ability to influence the choices of their followers. This ability to influence comes with the control leaders have in formulating mission and vision aspects of an organization. The most important aspect giving power to leader in the organizational structure is their ability to influence the variables affecting their followers through direct decisions. Leaders ability to make decisions influencing organizational structure give them the power to dictate decision making in the organization and set overall direction of the organization. Allocation of resources: Leaders make use of their power over various organizational resources such as human, money and technological resources to significantly impact the way work is carried out in an organization. For example if a department is in serious need of funds a leader has the power to grant additional money to the department in addition to the portion allocated to the department in the annual budget. Reward system: Leader can make use of their power to reward to influence the actions and behaviors of their employees. A leader can offer monetary incentive to followers in case the followers conform to certain behavioral standards and achieve goals necessary for meeting the overall organization objective. Selection and promotion of other leaders: Leaders can also influence their followers by making use of their power to promote the leaders who meet individual as well as organizational goals and objectives. Role modeling: Finally one of the most important ways leaders can mould the behavior and opinion of their followers is by acting as a role model. Followers always follow the path leader is taking. If a leader possesses high moral and ethical standard there are greater chances that their followers will also have high ethical and moral standards. Analysis of the influence process used by Andrea Jung, Indra Nooyi, and Brenda Barnes Influence processes used by Andrea Jung Direct decisions: The CEO of Avon Corporation, Andrea Jung has taken numerous successful decisions that have changed the image of Avon in the beauty and cosmetics industry. She emphasized the importance of sales force saying that they were at the heart of Avon and that Avons future success depends on their efforts. She also strongly emphasized the importance of internet sales. Andrea Jung also worked to change Avons traditional focus from the 30-55 year old women to the younger 16-24 year old women citing the reason that this segment of around 17 million women has a purchasing power of over $100. She also eliminated seven layers of management and got rid of 25% of the senior staff. Allocation of resources: Andrea Jung strongly favors allocation of huge budget for the Research and development function of her organization, believing that it has potential to give off higher benefits in return. Andrea Jungs decision to invest heavily in RD paid off when the companys sales increased by 45% in 2004. Reward system: Sales representatives making huge profits for the company are rewarded with paid holiday trips to eye-catching tourist attractions like Tenerife, Cyprus and Madeira. Selection and promotion of other leaders: When Andrea Jung took over Avon Corporation there were no women past middle management. Today 85% of Avons top management team in U.S. being composed of females ([emailprotected], 2005). Role modeling: Andrea Jung with her determination, courage and distinctive managerial style is a wonderful role model for coming generations of female leaders. Influence processes used by Indra Nooyi Direct decisions: At PepsiCo. Indra Nooyi has been credited with several key decisions that have positively enhanced the performance the company. Her decisions including the divestiture of fast food restaurants (Taco Bell, Pizza Hut and KFC), the acquisition of Tropicana and the merger with Quaker Oats provide remarkable examples to the sharp talents Indra Nooyi has in turning ideas and plans into realities. Allocation of resources: Indra Nooyi redirected about one third of PepsiCos marketing budget this year towards social media campaigns and digital promotions including her ReFresh Project campaign. Indra Nooyi takes community building seriously and has undertaken a $20M grant program to help community building causes. Reward system: Apart from monetary rewards, Indra Nooyi strongly believes in the importance of non-monetary rewards as well. She sends the spouses and parents of her companys top performers personal hand written thank-you letters (Keller Price, 2011). Selection and promotion of other leaders: Indra Nooyi stresses the importance of developing future leaders so that when the top level leaders leave their jobs their absence is not felt (Keller Price, 2011). Role modeling: Indra Nooyi is a role model for millions of young girls back home in India. It is a signal to them that with extreme dedication and hard work they too can scale apparently unreachable heights. Influence processes used by Brenda Barnes Direct decisions: The CEO of Sara Lee has undertaken number of direct decisions during her tenure at the company. Her first major decision was to sell its non-core businesses to focus on the core business. She also decided to increase Sara Lees presence in the international market, because of this decision in 2008, 75% of the companys operating income came from international (non-U.S.) market. Allocation of resources: When Brenda Barnes first assumed the role of CEO of Sara Lee she took the decision to allocate $250m towards RD and marketing in addition to the allocated amount in budget, she undertook the decision to boost the annual sales at least by 2% to 4%. Reward system: At Sara Lee rewards are tied to employees performance on job. Employees are encouraged to buy companys stock and naturally it gives provides them an incentive to perform exceedingly well on their jobs since it will translate into profits for them (Griffin Moorhead, 2011). Selection and promotion of other leaders: Brenda Barnes promoted leaders to higher echelons of the organization depending on their skills and performance level on job (Griffin Moorhead, 2011). Role modeling: Brenda Barnes is a great role model for women looking for finding a balance between career and home. She took a career break and left her job as the CEO of Sara Lee for looking after her children (Bulik, 2004). Conclusion Influence is the force a person exerts on another person to change their opinion or alter their behaviors. Leaders frequently use a combination of influence strategies. It is a well-known fact that people who use a wider variety of tactics are typically perceived as having greater power and influence. Leaders have to determine the method that is most likely to influence others by considering the individuals, groups, and situations involved.

Issues in Multicultural Education Essay

Research has shown that teachers of diverse backgrounds can have a positive effect on the success of students of color. In Washington, the number of teachers of color is just seven percent compared to the twenty-four percent of students. In Seattle, over fifty percent of students are of color and only ten percent of Seattle teachers represent the diversity in their classroom. (Martinez-Foundation, 2011). Our children deserve to feel comfortable, motivated, respected, and understood in their schools and especially in their classrooms. If a teacher does not have the tools, resources, or education on how to use differentiated instruction in her class, and how to best understand the different cultures, some kids may fall behind in their ability to achieve academically. Our future depends on the children of today and the educations that they receive. Cultural competence is: †¢ Knowing the community where the school is located. †¢ Understanding all people have a unique world view. †¢ Using curriculum that is respectful of and relevant to the cultures represented in its student body. †¢ Being alert to the ways that culture affects who we are. †¢ Placing the locus of responsibility on the professional and the institution. †¢ Examining systems, structures, policies and practices for their impact on all students and families. †Cultural competence will allow teachers to successfully teach students who come from different cultural backgrounds.† (OSPI, 2011) There is now a way to enable the success of cultural competence among teachers in our city. Over 100 different languages are spoken in Seattle Public Schools, and 24 percent of the district’s 46,000 students are bilingual speakers. To meet the increasing need for bilingual teachers in both general and special education classes, Seattle Public Schools has partnered with the state’s Professional Educator Standards Board, the Seattle Education Association and City University to provide a dual certification program for the district’s paraprofessionals. Cultural competence provides a set of skills that professionals need in order to improve practice to serve all students and communicate effectively with their families. (OSPI, 2011). Cultural competence training would give teachers the opportunity to confront their stereotypes and biases that they hold that directly affect the way teachers see, and teach their students. Biases and stereotypes within a teacher’s classroom can negatively affect the achievements of his/her students. One of the ways this program will be funded is through the SEA membership. The SEA membership believes in closing the academic achievement gap and that having classroom teachers that reflect our student population will help in accomplishing that goal,† comments Wendy Kimball, President of SEA. â€Å"Support for paraprofessionals and secretaries/office personnel is critical given the difficulty of going back to school to earn a teaching certificate and working full time.† Kimball continues, â€Å"SEA is committed to supporting staff with the resources of time and money so they can earn a certificate. The funding for this program came from reallocating money during the 2004-2009 contract bargaining from the sabbatical funds and a settlement agreement.† ( Kimball, 2011).

Peter Waldo and the Waldesians Essay

The Waldesians, a small community of Christians, originated in Lyon, France in the12th century. According to the Dictionary of Beliefs and Religions they rejected the authority of the pope, prayers for the dead and the veneration of saints. Despite severe persecution and excommunication by the Roman Catholic church over many years they have survived to the present day and have churches in Germany, Italy and in both North and South America. Peter Waldo ( also known as Pierre ( 1160 -1318) is said to have made a fortune by working as a merchant and   by lending money as a usurer, according to ‘The Conversion of Peter Waldo’ an anonymous document of about 1218.   The writer records how, in about 1173 Peter Waldo of Lyon heard a troubadour telling a story. He was enthralled and invited the story teller to his home. Waldo was so affected by what he heard that next day he went to a school of theology and asked what he should do. He was told :- â€Å"If thou wilt be perfect, go and sell all that thou hast,† ( Matthew 19 v 21) Waldo asked his wife which she would prefer to keep – his personal property or his real estate. She was not pleased at having to make any choice, but chose the real estate. He then placed his daughters in a convent and distributed the majority of his money, some to those he had misused, but most to the poor of the area. At that time there was a famine and several times each week he provided food for the people. The people thought he was mad. At the time of the Assumption of the blessed Virgin, casting some money among the village poor, he cried, â€Å"No man can serve two masters, God and mammon.† Then his fellow-citizens ran up, thinking he had lost his mind. But he said. :-   My fellow-citizens and friends, I not insane, as you think, but I am avenging myself on my enemies, who made me a slave, so that I was always more careful of money than of God, and served the creature rather than the Creator. I know that many will blame me that I act thus openly. But I do it both on my own account and on yours; on my own, so that those who see me henceforth possessing any money may say that I am mad, and on yours, that you may learn to place hope in God and not in riches.† Waldo was very interested in the Bible and in 1160 paid for a translation of it into the Romance language. Waldo began to travel about preaching. H e and his companions were known as ’the poor men of Lyon’. The group promoted pacifism according to Kreider and Yoder in ‘The History of Christianity’. ( page 25). The idea of lay folk, many of them illiterate, living in simple poverty was approved by the papacy at the Third Lateran Council in 1179. The pope did however add the proviso that they obtain permission to preach from local church authorities. At this time Waldo’s ideas were in keeping with the Catholic church. Waldo and his followers, by their poverty showed up the laxity and worldliness of many in the church and in 1181 the Archbishop of Lyon banned them from preaching. In 1184 they were excommunicated by the pope. So what had begun as a popular movement had become heresy in a few years. Although a few former Waldesians were welcomed back into the church the response of the majority   was to establish their own church with all the organization that implies – deacons, priests and bishops. Later they would claim that they were the only true church. They quickly became established in Lombardy and Provence Outbursts by the hierarchy of the Catholic church against unlicensed preaching and the group’s refusal to acknowledge the authority and need for the intermediary role of the clergy only served to make them identify Roman Catholicism as ‘the Great Whore of Babylon’ and thus not worthy of acknowledgement. They considered at that time that the validity o f the sacrament depended upon the worthiness of the celebrant   – and as they rejected the worthiness of Catholicism they rejected its priests and sacraments that they administered. Waldesians preferred to study the scriptures for themselves rather than have them interpreted for them by priests as was the rule a the time. Gradually they established churches in most parts of Europe an d became the most widespread of ‘heretic’ groups of the time. They rejected or re-interpreted Catholic sacraments. The eucharist was only celebrated annually and in theory anyone could administer it. The priest became simply ‘a good man’. Most feast days were rejected as not being Biblical . Because they could not find evidence for purgatory within the scriptures they rejected it together with the idea of prayers for the dead. Similar thinking led them to reject saints not mentioned in the Bible. Their ideas became mixed with that of other groups. In southern France for instance they mixed with the ideas of the Cathars. They were so oppressed that there was a crusade against them in 1488 according to Ronald Finucane the pope so feared   what he perceived as a threat to the stability o f the church that an attempt was made to destroy their whole culture. Organised attacks were made upon them in Provence and in Italy. The Waldesians would no t have fought back physically as they condemned war and the shedding of blood. By the time of the Reformation the Waldesians were in contact with many groups across Europe and there was consequently a great exchange of ideas. Many joined local Protestant churches. Gradually they were absorbed into the mainstream of the Protestant Reformation. Not without continued opposition however. In 1655 the Duke of Savoy for instance ordered members to take communion or sell their lands and leave his territory.   After hearing false reports twenty days later a massacre ensued. By this time the Waldesians were worshipping openly in French. In 1685 the king of France Louis XIV renounced the edit of Nantes and so made it illegal to be a Protestant in France. They were under penalty of death or banishment   if they refused to admit that they had been wrong. After the French Revolution the Protestants of Piedmont were finally given religious freedom to worship as they wished and in 1848, the king of Sardinia , who also ruled Savoy gave them full rights, both civil and religious. Today’s Waldesians consider themselves Protestants in the Calvin tradition. They accept the doctrines of mainstream Protestantism and celebrate only two sacraments – baptism and the Eucharist. Authority is exercised by a yearly synod and individual churches by the pastor and a council of members. This is perhaps far removed from one man giving away his wealth and life style for the gospels sake, but the Waldesian church has evolved as all churches do, while at the same time remaining true to its ideals of justice, freedom conscience, and respect for religious diversity. This is exemplified in the American Waldesian Aid Society who carry out such activities as earthquake relief, the care of orphans of war and give help to refugees as well as the formation of Italian language Protestant churches. The fact that they are now considered as a mainstream church can be seen by their close links with the Methodist church and their links with the ecumenical movement . The Waldesians may be numerically a small group,   as they always were , but they were the forerunners of Protestantism and so are worthy of their place in church history. Works cited American Waldesian Aid Society found at http://www.waldensian.org/aws01.php and retrieved 13th November 2007 Finucane,R. 1980, The Waldesians in The History of Chrsitianity, Lion Publishing, Hertfordshire. Goring R. ( editor)1992 Chambers Dictionary of Beliefs and Religions, Chambers, Edinburgh. Kreider, A and Yoder, J. 1980, Christians and War in The History of Christianity, Lion Publishing , Hertfordshire. Robinson, J.H.( translator) The Conversion of Peter Waldo found at http://www.fordham.edu/halsall/source/waldo1.html and retrieved 14th November 2007 Waldesians   found at   http://en.wikipedia.org/wiki/Waldensians#Later_history and retrieved 13th November 2007   

Analysis Of The Poem - 896 Words

The Deformity The bright lights and unknown voices travelled around me. It surly wasn’t the first time I had experienced this, but it was the first time I could actually recognize what was going on. They tried to ease my nervousness with their soothing words, but being so anxious nothing could soothe me. It all started at birth. My deformity was nothing new to the medical world, but in my parent’s eyes it was something out of fiction. My feet were turned in like hockey sticks. In medical jargon it is noted as â€Å"club foot† which is a perfect description. But of course my parents being who they are dismissed my quark and accepted me and fell in love. This could be said about the rest of my family too, but when they finally were able to conceive what was actually occurring they became weary and quite sad, especially my grandfather. When he first picked me up he took me to the corner seat of the hospital room and cried. But, his fear and sadness did come with love and acceptance. 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