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The Influence Focused Leader

The Influence Focused Leader

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Published by Gary Henson
Today’s businesses consist of people and teams who are waiting to be unleashed to extraordinary results by a leader who guides them to their goals through influence.
Learn the 5 parts to a leadership analysis.
Over time, a manipulative leader can break through to effective leadership through influence.
Today’s businesses consist of people and teams who are waiting to be unleashed to extraordinary results by a leader who guides them to their goals through influence.
Learn the 5 parts to a leadership analysis.
Over time, a manipulative leader can break through to effective leadership through influence.

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Published by: Gary Henson on Jan 18, 2008
Copyright:Attribution Non-commercial

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09/13/2010

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The “Influence Focused” Leader
A Leadership Analysis
Part of the coaching we do at BusinessCoach.com involvesleadership analysis. This analysis starts not by questioning theleader, but by observing the company culture. As we do this, ourcoaches look for the following five indicators of a controlled,manipulative leader:
1.
Is there a frequent mood of finding faultand blaming individuals for specificproblems?
Does virtually every conversation from the leader to a follower becomeone where the blame (and the sense of threat) flows downhill? Does the leaderconsistently fail to be open to the question of what is missing in his or her ownleadership that could make a difference?
2.
Has a space been created in the company for “heroes” or “lone rangers” toarise, but in a negative sense?
By this I mean are there people who have decided todo whatever the leader expects in order to stay safe and avoid criticism, even if itmeans making fellow teammates look bad? Another way to put this is, are there turfwars and predatory tactics operating between employees? If so, this points to aleadership culture of intimidation.
3.
Is the overall professional image of the company weak when you discuss thefirm with vendors or investors?
Do they have concerns about a “missing” elementin the key leaders’ style? Remember, a negative atmosphere in your company alwaysleaks out to your customers and vendors. Yes, and to competitors, too.
4.
Is it easy to detect an environment where people are reluctant to speak out inconfronting situations when they want to maintain the integrity of thecompany’s commitments?
Does this result in key people operating from guilt, fearand anger?
5.
Is the environment one where the owner is indispensable overwhelmed andexhausted because of an isolating, dominant leadership style?
Has this resulted

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