Without influence, leadership does not exist.1

In prior Management Moment columns, we have shared core concepts and best practices in public health leadership.2 In doing so, we have endorsed a definition of leadership offered by Peter Northouse in his classic text, Leadership, 9th Edition, which states that "Leadership is a process whereby an individual influences a group of individuals to achieve a common goal."1^(p1) By embracing this definition of leadership, one then begins to reflect of the process of influence. What is it? How does it work? How is it practiced? In this column, a range of concepts surrounding the practice of influence in public health organizations are explored along with a few suggestions about promising practices designed to improve the skills of leaders.

What Is influence?

Influence can be defined as the interpersonal behaviors that are used to have a positive impact on the choices and behaviors of another person or persons.3

Benefits

For leaders to exert influence, they must be skilled in getting their opinions heard, recognized, and considered by others.3 As a result, effective influencing strategies can improve organizational performance and enhance alignment around shared goals. Furthermore, by developing these skills, leaders can serve as role models for less experienced staff who need to have a set of influence skills in their "leadership toolbox."

Inspiration Before Influence

To exert influence, leaders must connect first with their own sources on inspiration. In public health, we are blessed with many sources of inspiration. Some are inspired by those who have served as role models and mentors providing inspirational examples of service to the public's health. In some instances, a particular area on which the leader focuses may serve as a source of inspiration, such as prevention of a particular disease or protection against workplace or environmental hazards. Specific experiences in these arenas may further serve as sources of inspiration that enhance the leader's commitment to exert positive influence on others. Often, a well-chosen personal story can help prepare the ground in which influence is practiced.

Warmth Before Strength

Leaders often attempt to influence others by displays of competence and confidence. There are times when strength might come first such as in leading the response to a public health emergency. However, research has shown in most instances warmth contributes more to others' evaluations of us and it is judged before an assessment of competence.4 In other words, those whom one seeks to influence must "know that you care, before they care about what you know." Often, it becomes more important to be liked than feared to exert influence.5

Setting the Stage

Before attempting to influence others, several preconditions must exist. One is more likely to be effective in marshaling various approaches to influence if a relationship foundation is established. One element of that foundation is the establishment of trust between the parties involved. Furthermore, the potential for mutual benefit or reciprocity should be top of mind for those whom a leader seeks to influence (and not just in the mind of the leader). Since power and status will impact the degree of receptivity to any attempt at exerting influence, leaders should be very cognizant of the role that power and status will play. Finally, the leader must cultivate their own sense of purpose and values, which are the forces behind the intent to exert influence. In other words, "Where is my desire to exert influence really coming from?"

Before attempting to influence others, the leader might explore how approaches to influence impact himself or herself. For example, a leader might explore sources of inspiration or influence as they relate to addressing challenging decisions or dilemmas in the life of the leader. Furthermore, what were the characteristics and behaviors of a specific person who exerted influence at a crucial point in the professional (or personal) life of the leader?

Approaches to Influence

Research on the process of exerting influence has yielded a list of styles for use by leaders as they develop their own influence skills.6 Leaders should first understand their own preferred style of influence. To assist in the development of self-awareness of influence style preferences, leaders should reflect on these 5 styles of influence along with questions relating to each style:

1. Rationalizing: "Do you use logic, facts, and reasoning to present your ideas?"

2. Asserting: "Do you rely on your personal confidence, rules, law, and authority?"

3. Negotiating: "Do you look for compromises to reach an outcome that satisfies your greater interest?"

4. Inspiring: "Do you encourage others by communicating a sense of shared mission and exciting possibility?"

5. Bridging: "Do you attempt to influence by connecting with others?"

By answering these questions, one may identity his or her preferred influence style. Building on this research, a self-assessment tool-Influence Style Indicator-has been developed3 that may assist leaders in gaining a better understanding of their own preferred style(s). Since leaders will be most effective in applying a wide range of influence styles going beyond their most preferred style, they should also develop their less preferred styles as essential components of a "leadership toolbox."

When an Influence Style Is Ineffective and Ways to Enhance Effectiveness

As one chooses to employ these influence styles, one must become more aware of situations in which a particular style is ineffective.7 Rationalizing may make others feel overwhelmed or simply not heard. Asserting does not work if others feel pressured. Negotiating may result in others becoming confused about what the leader really intends. Inspirational approaches may not work well if there is a lack of trust. Bridging may be ineffective if the leader is seen to be manipulative, leading to suspicion about the leader's motivation.

An awareness of the preferred influence style of others can also contribute to a leader's ability to influence those with a different preferred style. For example, a person who prefers a rationalizing style may prefer that "you just give me the facts." When dealing with a person who prefers a negotiating style, one might ask for help in resolving an issue. Those who prefer a bridging style may be helped by sharing the reasons behind a position taken by the leader.

Practicing Intentional Influence-Asking Good Questions

The practice of influence may result in commitment to a shared goal, compliance with a request, or resistance. To enhance the likelihood of commitment, leaders should practice intentional influence behaviors that include asking good questions.2,8 When practicing intentional influence, asking good questions helps frame the conversation as mutual inquiry. At times, giving the audience questions that they should be asking can foster a climate of inquiry.

Summary

Exerting influence is central to the practice of leadership in public health. To be effective, leaders should connect with their own sources of inspiration. As they embark on the path of influence, they should first display warmth, followed by a display of competence. Building trust and intentionality contribute to the foundation needed to exert influence. An enhanced understanding of a leader's preferred influence style along with a commitment to enhancing skill in less preferred styles will yield tangible benefits. By focusing on these guiding principles and best practices, public health leaders can enhance their skills in exerting influence and, as a result, lead more effectively in service to the health of the public.

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