Sue's recent research sought to understand how effective leaders create effective influence with their followers and peers.  The primary question for the study emerged as a critical issue during my involvement with the Queensland Health Medical Leadership in Action (MLIA) program.  As Scott Arbuthnot and I undertook the initial research for the program including interviews with key Health leaders, we realised that for clinical leaders, especially medical leaders, the question of creating influence was critical.  This was confirmed by medical leaders participating in the first MLIA cohort who told us that their ability to create effective health service outcomes was almost entirely dependent on their ability to influence those around them.

 

Consequently, this study was born.  It sought to provide guidance about the fine-grained processes that effective leaders use to undertake the core process of all leadership activity; that of influencing peers and followers to generate action that, in turn, creates desired health and patient outcomes. Results from the study build on existing influence research, with eight new influence tactics identified.  These new tactics offer practicing clinical leaders a powerful suite of potential strategies. 

 The findings include some surprising new influence tactics including challenging assumptions; offering a statement or question to challenge a follower’s underlying assumptions or broaden their perspective; listening openly, paying close attention to what the follower is saying, being careful not to argue or defend and instead focusing on understanding; and giving constructive feedback, giving clear feedback about behaviour in a supportive environment.  These influence mechanisms paint a very different picture to the more conventional view of influence where the focus is on persuasion and rational argument.  And the effects of this style of leadership can be far-reaching. Reflecting on his/her experience with a highly effective medical leader, a study participant said:  “XXX was a brilliant teacher.  He was engaging and challenging… you’d make a comment and he’d say, ‘Well, what’s your evidence for that?’….  and also complimentary when things went well and you did something all right.”

 

For more information about the study and its key findings of eight new influence tactics, contact Sue:   This email address is being protected from spambots. You need JavaScript enabled to view it. ; 0412 024561 or 33883642.  She will be happy to share her findings with you and your team.

 

If you'd like to read a summary article about the research, look under the Resources tab in the main menu.

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