Influencing others and exerting influence is definitely not happening in the vacuum, and every person needs access to resources to get their team going. You may also have encountered managers who pursue their goals solely as their own organization, and if that title is taken away from them, they have no impact on others.
There are usually different power foundations that leaders can use. Such as the power of the post, the power to reward and punish, or the exercise of control over information that is of an organizational nature and derives largely from the status of the individual; When the leader’s use of these sources of power is largely due to the organizational position of individuals, it may make employees in a weak position and, in turn, make you a dominant and inflexible person.
In addition, society has undergone major changes over fifty years ago. Employees today have the power to make decisions individually as well as to change their jobs. Few of us may turn away from the force and force exerted on us, and there are many who (especially the forces of knowledge) who ignore this kind of source of power virtually.
In any voice, effective leaders can use three types of positive power: charisma (personal) power, expertise-driven power, and resource-based power; this topic explains ways to build expertise-based power as one of the best practices. Affects and exerts influence.
Use the tool
The power of expertise is essential for any leader because the team’s vision is to guide you. Team members need to believe in your ability to move in the right direction and achieve the right result with guidance and cooperation. If your team understands you as an expert, they will listen to you when you justify or encourage them. And if the team sees your skills as an expert, you have an easier path to energize and motivate team members.
If the team members respect your skill and expertise, then they know that you can show them how to work effectively.
If team members trust your judgment, they will understand that persuading them to work hard on you is the right way to lead them.
If they can see your expertise, they will believe that you have enough wisdom to guide their efforts toward a worthwhile goal.
In general, if team members believe in you as an expert, you will find it easier to motivate them to do their best. But how can you build on the power of expertise?
The first step is quite clear (though time consuming). But if you use tools like data gathering, you will most likely be able to move forward well.
Just being an expert is not enough. Team members need to understand your expertise and credibility as a credible source of information. Gary A. Yukl, in his book Leadership in Organizations, describes some of the measures to foster the power of expertise:
Upgrade your specialty image.
Because understanding the expertise in many professions relates to one’s education and experience, a leader must make sure that subordinates, classmates, and supervisors are aware of his or her academic education, relevant work experience, and important achievements. One of the most common ways to know about this is to display evidence, certificates of appreciation and other evidence of expertise that is visible to people.- Before that, when you put a lot of effort into acquiring knowledge, Well, you deserve credit for them. Alternatively, referring indirectly and partially to past education and experience (such as when I was a senior engineer at a company … we had a similar problem). Be careful not to overdo this tactic.
Keep your credit.
When you create an image of your specialty, you need to take good care of it. The leader should avoid inaccurate comments on topics that he or she has less information about.
Be firm and firm in crises.
In crisis or emergency situations, the subordinates prefer to have a leader who knows how to lead the team to solve the problem. In this situation, the subordinates tend to rely on solid leadership, self-reliance and expertise, even if the leader is not sure what is the best way to resolve the crisis. Expressing doubts or confusion will risk losing the leader’s influence over the subordinates.
Keep yourself updated.
The power of expertise is realized through rational persuasion and knowledge. Reasonable persuasion depends on getting up-to-date information. As a result, the leader must have a good understanding of developments within the team, the organization, or outside the organization and the world.
Find out the concerns of colleagues.
Reasonable persuasion should not be in the form of a one-way relationship from the leader to the subordinates. Effective leaders listen carefully to the concerns and uncertainties of their team members, making sure that the members make these plans.
Avoid the threat of coworkers’ self-esteem.
Although the power of expertise is based on the difference in the amount of knowledge between the leader and team members, unfortunately, the high degree of difference can cause problems if the leader does not take proper care of how his or her expertise is exercised.
If the leader pulls out his or her specialty power with the arrogance of team members, they may be upset. When giving logical arguments, some leaders look down and try to teach them from the top down, and the notion is that they are “ignorant”. Be careful and avoid this.
As one of the best sources of influence, instead of relying on authority or access to resources, utilize your specialized ability and logical persuasion. This method, while increasing your legitimacy, provides you with a lasting source of influence. Keep yourself up to date and create an image of an expert in your audience’s mind.