A Generational Assessment of Leadership and Power · POLL Which of these power bases did managers...

The Elements of Influence: A Generational Assessment of Leadership and Power

Copyright © 2016, Leadership Studies, Inc. All Rights Reserved.

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An Introduction to Our Speaker

Dr. Sam Shriver

Senior VP of Commercial Operations

and Product Development

Began career in 1983 working directly

for Dr. Paul Hersey at CLS

Launched Performance Impact (a

custom training company) with his

wife, Maureen, in 1986

Received his Ed.D. from North

Carolina State University in 1996

Returned to CLS in 2011 to serve as

the Senior Vice President of

Commercial Operations and Product

Development


The Center for Leadership Studies

For more than 45 years, The Center for Leadership Studies

(CLS), founded by Dr. Paul Hersey, has been the global home of

the original Situational Leadership® Model.


Training Industry


Today’s Agenda

History of Power

Research and Findings

Generational Implications

Questions


History of Power


History of Power


History of Power


History of Power


History of Power


Power and Leadership Styles


Research Demographics

Study 1 – Bases of Power from the Leader Perspective

▪ 197 respondents, 2015

– 66% over 1k employees

– 39% IT/operations departments, 11% customer service departments

– 63% in leadership role

Study 2 – Bases of Power from the Follower Perspective


– Balanced design of 152 Boomers, 167 Generation X, 160 Millennials


– 24% IT/operations, 18% customer service departments

– 56% in associate/specialist role, 17% in leadership


Influence via The Seven Bases of Power


POLL

Which of these power bases did managers think was the most important source of influence

potential?

Coercive

Reward

Legitimate

Expert

Referent

How do Leaders THINK They Influence Others?

N = 197


N = 197Copyright © 2016, Leadership Studies, Inc. All Rights Reserved.

Research Demographics

Study 1 – Bases of Power from the Leader Perspective



– 39% IT/operations departments, 11% customer service departments

– 63% in leadership role

Study 2 – Bases of Power from the Follower Perspective


– Balanced design of 152 Boomers, 167 Generation X, 160 Millennials


– 24% IT/operations, 18% customer service departments

– 56% in associate/specialist role, 17% in leadership


POLL

Which of these power bases did employees think was the most important source of influence potential?

Coercive

Reward

Legitimate

Expert

Referent

How do Others THINK Leaders Influence Them?

N = 479


N = 479

Bases of Power from the Follower Perspective

N = 479

“Extremely Likely” ratings, by Employee Generations Copyright © 2016, Leadership Studies, Inc. All Rights Reserved.


N = 479



N = 479



N = 479


Updating the Model of Power and Leadership Styles


So How Do I Do This?

EXPERT POWER Pinpoint your passion

Plan your progression

Experience trumps

understanding

LEGITIMATE POWER

REFERENT POWER



EXPERT POWER

LEGITIMATE POWERRecognize your responsibility

Orchestrating accountability is

key

If you don’t use it…you lose it

REFERENT POWER



EXPERT POWER

LEGITIMATE POWER

REFERENT POWER Takes a long time to

earn…and no time to burn

Become the best listener

ever

“Power with” outplays

“Power over”


www.situational.com

[email protected]

Questions?


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THANK YOU!

On behalf of TrainingIndustry.com, thanks to:

Today’s Speaker: Sam Shriver

Today’s Sponsor: The Center for Leadership Studies

Questions or Comments?

Please contact Lea Johnson:

[email protected]

mailto:[email protected]

Appendix









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A Generational Assessment of Leadership and Power · POLL Which of these power bases did managers...

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