Reference no: EM133019811

Leadership involves influence; influence is multidirectional, noncoercive, and reciprocal. Mr. Terrill was an influential figure for the subordinates in the company because Mr. Terrill and the subordinates shared a similar vision: to create change in the levels of upper management. Based on Exhibit 1.1, Mr. Terrill took on the personal responsibility of altering management's position on creating monthly reports that were rarely read by anyone. Instead of imposing his own will, Mr. Terrill asked open-ended questions to the group of engineers that began with "what" and "how" to facilitate dialogue. He had the intention of listening to their responses before they planned his next move. The followers' collective negative responses about the way management were treating them had a multi-directional influence on Mr. Terrill. The reason leaders differ from managers is because their responsibility is to influence change in the way things operate. For example, Marissa Mayer, CEO of Yahoo, brought in a different culture to the organization with her workhorse attitude, working 100 hours a week, expecting all employees to be present and working collaboratively. Managers would rather follow the culture that has been put in place, making sure everyone stays in line. Therefore, if there is a change needed to the way management operates within an organization, leaders like Mr. Terrill are essential. By understanding the upsides and downsides to current management procedures, Mr. Terrill was able to communicate effectively with the higher-ups, in turn making their job as well as the engineer's job much easier by reducing monthly reports down to one per month.

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