4 Leadership
Learn how leaders influence shared goals by adapting their approach, using power responsibly, communicating effectively, and guiding organizational change.
and shared goals
is the process of influencing people to work toward shared goals. It depends not only on what a leader does, but also on followers, the task, and the surrounding situation.
Management and overlap but emphasize different contributions. Managers plan and coordinate work, while helps people understand goals, commit to them, and act together.
Choosing a approach
No single approach works best in every situation. Effective leaders choose behaviors that fit the task, their team’s needs, and the context.
Directive gives clear instructions, roles, and expectations. It can help when work is unfamiliar, urgent, or uncertain.
Participative invites employees to contribute ideas and decisions. It can improve engagement and make use of team expertise, especially when people have relevant knowledge.
clarifies responsibilities and connects performance with rewards or corrective action. It can support consistent execution of established work.
communicates an inspiring purpose, encourages new ways of thinking, and supports people’s development. It can help a group pursue significant improvement or change.
adapts the approach to circumstances. For example, a leader might give a new employee step-by-step guidance, then allow more independence as the employee’s skills and confidence grow.
These approaches are not mutually exclusive. A leader can set firm safety requirements, invite staff to improve a process, and explain how the improvements serve a broader goal.
Power and mutual influence
Leaders influence through more than formal authority. Common sources of power include:
Legitimate power: authority attached to a position.
Reward power: control over valued rewards or opportunities.
Coercive power: ability to impose penalties or undesirable consequences.
: knowledge or skill that others rely on.
: trust, respect, or admiration that draws others’ support.
Formal authority can help coordinate work, but relying heavily on threats may undermine trust and open communication. Credibility, expertise, fairness, and follow-through help leaders earn willing cooperation. Influence also works both ways: employees’ feedback and responses can shape a leader’s choices and the group’s direction.
Communication and listening
Leaders communicate goals, expectations, decisions, and feedback, and listen for information they might otherwise miss. Communication includes speaking, writing, listening, and nonverbal cues. Messages can be misunderstood because of unclear wording, distractions, differences in perspective, or status barriers.
Useful communication practices include:
Clarify the goal and next steps. State what needs to happen, who is responsible, and when it is due.
Match the channel to the message. Conversation allows questions and clarification; written follow-up can document complex instructions or decisions.
Listen actively. Ask questions, check understanding, and make it safe for people to raise concerns.
Keep communication two-way. Invite upward feedback and share relevant information across teams.
Act consistently. People judge messages partly by whether a leader’s decisions and behavior match their words.
For example, when introducing a new scheduling process, a leader can explain why it is needed, demonstrate how it works, ask staff where problems may arise, and publish clear written instructions.
Guiding organizational change
Organizational change may involve new priorities, structures, technologies, or routines. Leaders help people understand why change is needed, participate in shaping it, and learn new ways of working.
Change may be directed from the top, developed through employee involvement, or combine both. Leaders can set the purpose and boundaries while teams help determine how to achieve the goal. Employee involvement is especially useful when change is complex and depends on employees’ knowledge.
A practical sequence for guiding change is:
Explain the need for change and the desired outcome.
Build a of credible people to help guide the effort.
Communicate a clear vision and invite people to contribute.
Identify and remove obstacles, such as missing training or outdated procedures.
Set achievable milestones, recognize progress, and use feedback to adjust.
Reinforce new practices through everyday decisions, systems, and shared norms.
This sequence reflects key ideas in Kotter’s change framework: building a , communicating a vision, enabling action, recognizing early wins, and sustaining change. It is a guide rather than a rigid formula; leaders should adapt it to the organization and the scale of change.
For example, a clinic replacing paper intake forms with a digital system might first explain the expected benefits for patients and staff. A cross-functional group could test the system, identify workflow problems, and help colleagues learn it. Leaders could track early improvements, correct issues, and make the new process part of routine training and operations.
Putting into practice
directs influence toward shared goals. Effective leaders adapt their approach to the situation, use power responsibly, communicate clearly, listen to employees, and guide change through a clear purpose, participation, practical support, and reinforcement.