The essence of Power and Influence: Managers should be interested

In this article, I will be discussing the imperative of the exercise of power and influence by managers in organisations. I will be leveraging the work of Hill (2000) with a brief summary.

Key Management Problem

Transiting from being a top performer to the position of a manager can be challenging.

Managerial roles are challenging especially in setting and implementing agendas through motivating and inspiring other especially in a flat fast-moving organization.

Many new managers have to unlearn the deeply held attitudes and habits they have developed even when they were responsible only for their own performance.

Managerial roles require task learning and personal learning, though personal learning tends to be more difficult.

Managerial learning tends to be geared towards how to become a top performer or a manager, but how to transit from being a top performer into the role of a manager are really not emphasized in learning events.

Power & Influence

Attitude, behaviour, and level of networks tend to be different between managers and top performers.

In order to deliver on their roles effectively, managers need to exercise power and influence and build networks and mutually beneficial relationship.

Sometimes the distinctiveness of power from influence may not be very clear. The interrelatedness of power to influence is shown by defining power as potential to influence, and influence as the exercise of power to make the change.

It is quite intuitive and interesting to note that on a daily basis, managers have to make decisions that tend to have no right answer.

Managers need to manage their teams and the context within which their teams operate.

It appears to me that managers are in some cases too functional focus and do not give enough attention to managing interfaces both within and outside the organization. Management is about negotiating interdependencies.

It is important that in evaluating an individual's exercise of power and influence and relationship management, three interrelated criteria are applied: (1) Is it effective for the individual? (2) Is it effective for the organization? (3) Is it ethical?

Framing my thoughts

In exercising power and influence, it may be necessary for managers to consider the ethical and effectiveness of power and influence for the individuals and the organization.

The effectiveness of power and influence could be dependent on the related task, position, relationship, and personal traits of the holder.

It is important to develop models or mechanisms that could be used to coach managers on how to exercise influencing skills and power to create value for their teams and the organisation.

Managers also need to appreciate the difference between myth and reality of management.

How Gabriel Domale can help

If your company is looking for global insights and deep knowledge of local operating environments across Africa, please talk to us at:

? Gabriel Domale (Expert-Connect) | Nigeria https://www.gabrieldomale.com/expert-connect and please also follow our page: https://www.dhirubhai.net/company/gabriel-domale-expect-connect

? Gabriel Domale (Management Consulting) | Nigeria  https://www.gabrieldomale.com and Read more: https://www.dhirubhai.net/pulse/gabriel-domale-management-consulting-lets-collaborate-leesi/ and please also follow our page:  https://www.dhirubhai.net/company/gabriel-domale

Kind regards,

Leesi Gabriel Gborogbosi

Chief Financial Officer | Chief Business Development Officer

With two decades of finance leadership experience from Shell Nigeria (Upstream Oil & Gas), I am keen to deliver value at C-suite level roles such as Chief Financial Officer | Non-Executive Director | Finance Director | Interim Management | Independent Advisor.

REFERENCE

Hill, L. 2000. What It Really Means to Manage: Exercising Power and Influence. Harvard Business School, Feb 15; 1‐4