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Targets of influence
Leaders can have multiple targets of influence. First, the most obvious target is immediate followers (i.e., individuals who report to a leader). Indeed, much of this book is oriented to a consideration of how leaders influence direct reports. But beyond followers, leaders often need to influence others who can affect their success or the success of their followers. Specifically, and perhaps especially at higher levels of organizations, they can influence by developing allies and network ties beyond their immediate teams. In other words, leaders realize that they cannot be successful simply on the basis of the cooperation of direct reports. Instead, they oftentimes need to influence others (e.g., suppliers, higher-level leaders, customers, government officials, and so forth) and thus need to develop allies and network ties that go beyond the immediate team.
In chapter 3, we considered the importance of political savvy, which pertains largely to this influence tactic. The politically savvy leader uses both expert and referent power as a means of forming allies and network ties. Moreover, reward power and quid pro quo are part of the toolbox for the politically savvy leader. The influence tactics that are displayed above and below the dashed line on the right side of Figure 11.1 are not mutually exclusive. There is no rule against a leader using a tactic like quid pro quo to help solidify the development of network ties. On the other hand, it also helps for the leader to be able to influence potential allies and people in a network based on expertise and likability (i.e., referent power). For example, a leader might influence a supplier in part by making it clear that the leader can ensure prompt payment for products or services rendered—in other words, quid pro quo. However, the leader can also demonstrate expertise about the supply chain and challenges that are faced by the supplier and do so in a manner that gains the supplier’s admiration and trust (i.e., referent power). Together, the leader is using multiple bases of power to influence the supplier and develop him as a strong network tie.
I need to presentation about this part and have example would be good