Katerina Demands Results

A person needs to be aware of the various strategies leaders employ to influence others in order to be an effective leader. The outcomes of a leader's influence depend on the strategies he or she employs. The situation, the leader's characteristics, and the leader's behaviors in turn moderate or have an impact on the influence strategies. A leadership case will be discussed in this essay. The regional manager for a global chain of upscale shops called Florentine Bravado is Katerina. It will examine the features and actions that Katerina has displayed. It will compare moral and immoral influencing strategies and discuss any Katerina demonstrated. Finally, it will speculate on how Katerina may have handled opposition to her influence strategies.

Demonstrated Traits and Behaviors

Influence tactics are affected by the leader's attitude and actions. A charismatic, outgoing leader can employ various persuasion techniques more easily than an introverted, chilly leader (DuBrin, 2019). Katerina treats her staff poorly since she is a leader who relies on her positional authority as the regional manager as the main tool for enforcing compliance. Power is the potential or capability to influence, whereas influence is the capacity to change the conduct of others (DuBrin, 2019). Katrina has the authority, but she misuses it to sway her supporters. When the target of an influence attempt is passionate about complying with the request and makes a significant effort, which is known as being fully engaged, commitment is the most successful outcome (DuBrin, 2019). The group tried to explain to her why they had made certain decisions as shop managers, but finally adopted a noncommittal stance. Resistance corresponds more to the result. Resistance is the act of stating reasons why the request cannot be granted (DuBrin, 2019). They tried to give her advise while being ordered to make her recommendations a reality. As a result, the desired request will only be granted when under extreme duress. The store managers will follow her instructions, but not because they are committed to doing so.

Leaders with charisma stand out from the crowd due to their goals, abilities, and outstanding tenacity. Despite the fact that there are three distinct types of charismatic leaders, Katerina had personalized charismatic qualities. The goals of personalized charismatics are always self-serving, and they only show group members consideration and support when doing so will help them achieve their own objectives (DuBrin, 2019). Such people rarely exercise any limits on their use of power because they primarily serve their own interests. She emphasized self-centeredness in her interactions with her store managers when it came to their willingness to make goals or plan actions for the coming year. Without caring about criticism, she communicated via email. She didn't ask for advice on the specific store goals for the year when she met with her store managers to discuss the action plan and goals for the year. Katerina responded to the store managers' comments with hostility and sarcasm

Ethical and Unethical Influence Tactics

An effective summary of moral and honest strategies would be that they are methods that can help win the support of people in reaching a goal. They are carried out with diplomacy, tact, and good will. Moral leaders have a good reputation because they act in a fair, reliable, and consistent manner. Since ethical leaders cultivate a positive reputation through their interactions with subordinates, the followers' perceptions of their leaders' ethics will lessen the intensity of the relationship between the use of influence methods by the leaders and follower behavior (Kacmar et al, 2013). Unethical influence strategies are more cunning and dishonest than ethical strategies. They include premeditated Machiavellianism, subtly influencing others and circumstances, excessive pressure, and degrading behavior. The purposeful Machiavellianism attribute is something Katerina demonstrates. Leaders that exhibit this quality brutally manipulate others, often take the initiative and exert control over relationships (DuBrin, 2019). In order to boost sales, Katerina used harsh language, inappropriate communication, and an unwillingness to take the store manager's perspective into account. She let the shop managers know via email and in-person interactions that she wouldn't alter her strategy. This hostility and sarcasm directed at the store management was a clear indication of her lack of emotional intelligence.

Response to Resistance

Katerina exhibits coercive power based on her characteristics and methods. The ability to punish for disobedience by coercion is founded on fear (DuBrin, 2019). The use of force or threat by a manager or leader to persuade an employee, subordinate, or team member to comply with a directive or order is known as coercive power. It is the power of the position of authority, not a personal power. She usually responds to remarks from her fans by saying "do it or else." A typical coercive technique used by executives is to demote a subordinate management who disobeys their change-related plans (DuBrin, 2019). In this case, Katerina may fire the managers instead of demoting them. Hopefully over time Katerina would realize that her tactics were not working and change her tactics and power management.

Conclusion

A leader needs to be aware of the precise strategies other leaders employ to persuade others to do well in order to become an effective leader. When exerting their levels of influence over people, groups, and the entire organization effect in relation to values, attitudes, and behavior, leaders must exercise caution. The general state of health and the functionality of the targeted outcome are influenced by situational and social factors. Katerina is a strong leader who uses coercion and purposeful Machiavellianism. Katerina would need to be conscious of her impact over people both inside and outside of her organizations. She must also take into account that every circumstance is a unique occurrence while figuring out how to achieve the greatest possible conclusion. She should be aware that her leadership style, charisma, and emotional intelligence are the driving forces behind her team's performance. She may have created a negative precedent for her team, but if she shifted her attention to fostering trust and getting candid feedback, the team's performance would be considerably enhanced.