Organization Management: Reflective Journal on Influencing Strategies

This reflective journal examines the effectiveness of different influencing styles in an organization management context. The author, in the role of a manager, analyzes their use of facilitative and charismatic styles to drive organizational objectives, specifically focusing on the implementation of Service Level Agreements and outsourcing. The journal details the successes and failures of each style, offering insights into why the facilitative approach proved more effective than the charismatic one. It reflects on how the charismatic style, while initially intended to showcase the manager's skills, led to overdependence and limited the growth of subordinates. The author proposes modifications to the charismatic style, advocating for an accommodating approach that fosters individual skills and contributions. The journal concludes by highlighting the preference for the facilitative style due to its ability to empower the manager and subordinates, ensuring adherence to standards and promoting employee motivation. The author also recounts a specific instance where adapting the influencing style, in response to a breach of a Service Level Agreement, proved effective. This experience underscores the importance of adapting leadership approaches to specific situations and contexts. This journal provides valuable insights into the practical application of leadership theories and the importance of adapting influencing styles to achieve organizational goals.

Running Head: ORGANIZATION MANAGEMENT
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Name
Institution

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How effective were the influencing styles that you used? Did one work better than others?
If so, why do you think this was the case? Why did some styles not work as well as
anticipated?
As a manager, different management styles can be adapted to drive the achievement of
organizational objectives. Regarding the given journal, as a Manager, my goal was to direct the
efforts of all employees by influencing their daily activities to create value in the form of more
returns from the operations of the entity. I used both facilitative and charismatic styles to express
my influence. The facilitative style was used in the implementation of Service Level Agreements
which were signed and overseen by the manager at all levels to ensure strict adherence to the
required quality standards.
The facilitative style was also used when outsourcing. I was able to influence the
performance of tasks and assignment of duties by the fact that the manager’s authority gave
guidelines on how all activities that relate to outsourcing were to be conducted as expected and
in line with the set standards. It also ensured that the goals were met by integrating the efforts of
different players directed towards a common goal. Tasked with the responsibility of managing
three sectors, I had a challenge since my experience was only on Human Resource. However,
through outsourcing, finance and procurement were also handled appropriately by other industry
experts brought on board to help the newly established entity.
I applied the charismatic style in management by being on the forefront to express my
skills and knowledge for others to see what I could do as a leader with my abilities and strengths.
It did not give the expected results as compared to the facilitative style. The charismatic style of

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influencing that focuses on the manager's abilities and skills do not guarantee success in case the
manager is not available. It creates an environment of overdependence on the manager.
In the case of the unsuccessful influencing strategies, what would you have changed?
Which influencing style would be more effective in that context?
The charismatic style failed because I used it to show my strengths and skills to my
subordinates and ignored their abilities in the process. I did not allow them to grow their skills.
These skills included good communication, analytical skills and being a good team leader with
the ability to drive the entity as a single united team. However, not all these skills were able to
provide the required outcome. Teams are made up of different people with different personalities
and preferences. In many instances, not everyone in the team within the organization supported
my approach, the policies and projects being undertaken hence there was lack of organization-
wide commitment towards a common goal. I would modify the charismatic style by creating an
environment where each person within the entity has an equal chance of putting their skills and
strengths into practice and rewarding their efforts.
A charismatic leader often leaves others behind with the imagination that they are all
moving together. I would hence change from the charismatic style to an accommodating style
that makes everyone feel good, valued and appreciated for their efforts and skills. It also
eliminates the overdependence on managers to get things done.

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Of the styles you selected, is there one that you prefer? Why is that specific style your
preference?
I prefer the facilitative style since managers who use this style are always aware of their
environment. It allows the manager to lead and feel like the boss that he is by giving him a
chance to be in charge of all activities before being undertaken, during their implementation and
after implementation. He also gives all the subordinates a chance to grow and put their skills to
use. With this, the employees feel motivated and ready to give their all towards the achievement
of objectives. The facilitative style is also good during outsourcing and when signing
agreements. It puts the managers at a superior position of managing quality and acting as the
chair and facilitator of all activities. He is also able to ensure all the rules and regulations stated
in the signed agreements are strictly adhered to.
Think about a time when you consciously adapted your influencing style to the specific
context or to accommodate what you observed in the person or situation you were hoping
to influence. How did it feel? Was it effective? Why, or why not? What have you learnt
from that experience which you could use in future?
I adapted an influencing style when one of the companies breached a Service Level
Agreement (SLA) that had been signed between my entity and theirs. There were specific and
well-stated standards. It was a firm providing security services to our premises. It was well stated
in the agreement that all their personnel deployed to provide security to us was to be neat, well
trained, be available the whole period and have all the required scanning gadgets. However, with
time they never met all these requirements. As a manager, I used the facilitative style to make
them feel that I was the chair tasked with the responsibility of ensuring all agreements are

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adhered to. It worked well and they changed immediately for fear of their contract being
terminated. From this experience, I learnt that as a manager you must always ensure your power
is felt.