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Leadership is that leadership is the art of motivating a group of people to

act towards achieving a common goal.

6 Key Elements to Leadership

by Steve Simard

You are on your way to build a large organization in your primary network
Marketing Company? It is important to establish yourself as a leader. The
thing is that most people never got trained to manage people. Leadership is
not about knowing everything, it's more about knowing how to distribute the
energy of a group.

As your team keeps growing and growing, you'll notice that they have
questions and rely on you 100 %. YOU are the leader... Are you?

Here are 6 words, 6 elements you need to master if you want to be

recognized as a true leader.

1. Trust

As a Group Leader, you've got to establish confidence. Every member

of your team must trust you. It is your responsibility to build that
confidence towards you and towards every members of your team.
2. Coherence

You've got to walk your talk. What you say is what you do. Coherence
between your teaching and your own actions will have a significant
effect on your team : it will have a direct influence upon the trust of
your team members towards you. The less your team trust you, the
less your message will be heard.
3. Competence

No leader can survive incompetence. Knowing how to resource yourself

and knowing how to surround yourself are 2 qualities that every
leaders possess. What the leader don't know, he learns it or he makes
someone who knows about it to execute the task.
4. Collaboration

The more successful people there will be in your team, the more
success YOU will have but... BE CAREFUL.... As your member gets
bigger and bigger, make sure they treat their down line with respect.
Never let your people by themselves. Always bring them to their best.
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Be sure you make that statement duplicateable otherwise your down

line will stop growing at some point making you lose maybe thousands
of dollars. Make sure the heavy-hitters of your team know about this.
5. Competition

Drive your team towards excellence. Be sure your team understand

the different levels in your company. Diamond level, group leader
level, director level, presidential level.... whatever your company name
it. You've got to drive the member of your team towards their next
level. Let your team know the success of everyone. As soon as
someone reach his own next level. Announce it to your team. This will
favor the development of your group.
6. Contribution

This is the guard angel of the team spirit. If all the members of your
team contribute to bring the best out of themselves you will lead a
group that has very good potential to hit hard....as a team. Every
members must contribute in some ways. If they don't work their
business, they will not make money and you won't make money. Help
them build their business.

About the Author

Steve Simard is a Business Entrepreneurs. He started to own his first asset

with SFI Marketing group, a leading Network Marketing Company. Steve will
be coaching you at : http://www.cashflowvision.com You can watch a Video
Presentation at: http://www.quickinfo247.com/8191563.58/overview

Leadership Power:

An essential part of leadership or management is to influence the people you

manage so that they do what you want them to do. The influence of a leader
will depend on a variety of factors including their personality and of those
around them. For the purposes of this article we will refer to the people that
the leader is managing or leading as followers. The influence of a leader over
his followers is often referred to as power. Below we will explore the different
types of power a leader may have.

Reward Power

This type of influence is created when the leader is able to offer a reward to
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his followers for completing tasks/behaving in a certain manner. Rewards in

the workplace can take a variety of forms from chocolates, gift vouchers and
holidays to promotions, commission and pay rises. This reward will only be
effective if ;

Firstly - the reward appeals to the followers. As you are aware there is no
point offering chocolate as a reward to somebody that likes crisps. This is
because they will not view chocolate as a reward, so there is no incentive to
complete the task.

Secondly – the followers have to believe that the leader will give them (or
arrange for them to receive) the reward promised once the task is completed
by them.

Thirdly – the reward should be proportionate to the task the follower has to
complete. For example it would be disproportionate to reward an employee
with a promotion for making a cup of tea. Similarly a follower would feel
undervalued, if rewarded with a £5 gift voucher after they spent six months
doing their managers job without a pay rise.

This type of power needs to be used carefully to prevent followers becoming

accustomed to rewards and refusing to complete routine tasks without a
reward. Generally rewards should not be offered, to follower employees to
complete duties which are a normal part of their role. This is because as an
employee they are under a contractual obligation to complete these tasks
and they are already rewarded for this through their salary.

The other reason why rewards should be offered carefully, is that frequent
use can reduce the impact or influence that offering a reward initially had on
the follower. Followers will soon tire of the reward especially if the reward is
small for example chocolates or flowers.

Coercive Power

This is the opposite of reward power because this power is based on the
leader having control over what happens if followers do not act as required.
If followers do not undertake the action required, the leader will impose a
penalty. Penalties take a variety of forms including withdrawal of priviledges,
job losses, verbal abuse, and delayed or loss of promotion. In all cases the
leader will need to choose the penalty carefully to prevent breaking the law
or being the subject of an employment tribunal.

Coercive power requires followers to believe that the leader has the ability to
impose the stated penalty. Also the penalty has to be something that the
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followers do not want to have imposed on them. For example a penalty

results in coffee being banned is unlikely to influence a tea drinker.

Finally (just as the reward in reward power should be proportional to the

action taken by the follower), the penalty should be proportionate to the
action not completed by the follower. For example it would be
disproportionate to fire an employee follower the first time they do not return
from their lunch break at the stated time. Similarly it is disproportionate to
reduce the wages of an employee follower that hasn’t completed their duties
over a six month period by £20 when their monthly pay is £1000.

Coercive powers should be used carefully; overuse can lead to unhappy

employee followers. Unhappy followers can be negative or unmotivated, they
may resign or adopt a “work to rule” attitude. Work to rule is where
employees refuse to undertake any duties (or adopt working practices) that
are not stated in their contract.

Legitimate Power

This is the power that a leader has when the followers believe that the leader
has “a right” to instruct them and that they have an obligation to follow
instructions. Sometimes legitimacy power is created by the leader’s job title
(such as captain, doctor, or area manager), combined with the follower’s
belief that the job title gives the leader the right to give them orders.

Referent Power

This is created when the followers believe that the leader possess qualities
that they admire and would like to possess. The followers identify with their
leader and attempt to copy their leader. As referent power is dependant on
how the follower views the personality of their leader, a leader will not have
referent power over every follower they lead. Some leaders will have
referent power over just a few, whilst others such as Ghandi have lead
millions through their personality and charisma.

Expert Power
As the title suggests a leader has expert power when the followers believe
that the leader has “expert” knowledge or skills that are relevant to the job
or tasks they have to complete. Often an experienced member of the team
or staff in an organisation, can have expert power even though they are not
a supervisor or manager.

Summary
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As can be seen each of the powers is created by the followers belief, if the
follower does not hold the requisite belief than then the leader is not able to
influence them.

• Reward power needs follower to believe leader will reward them.

• Coercive power needs follower to believe leader will punish them.
• Legitimate power needs follower to believe leader has right to instruct
them.
• Referent power need follower to believe leader has desirable qualities.
• Expert power need follower to believe leader is an expert.

Whether the follower’s beliefs are correct is irrelevant, the beliefs alone will
determine the type of power, a leader has over the follower.

Each of the leadership powers can be used by themselves or combined so

that the leader has maximum influence. The leader will therefore need to
think carefully about which power to use.

The use of one power could lead to a decrease in another for example
coercive power (which necessitates the use of punishment) may decrease
the leaders referent power , if it causes the followers to belief that the leader
has qualities that aren’t admirable.

The 11 Principles of Leadership

Know yourself and seek self-improvement.

Be technically and tactically proficient.

Seek responsibility and take responsibility for your actions.

Make sound and timely decisions.

Set the example.

Know your soldiers and look out for their well being.

Keep your subordinates informed.

Develop a sense of responsibility in your subordinates.

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Ensure the task is understood, supervised and accomplished.

Build the team.

Employ your unit in accordance with its capabilities.

http://sargethepoet.com/the_11_principles_of_leadership.html

The Leadership Cycle