Influence based management concerns itself with how an organisation can be guided to effectiveness through the empowerment, involvement, and accountability of co-workers. To achieve effectiveness in management, managers are dependent on integrity and influence. To succeed in their position, the manager needs to have competence in the organisation’s psychological and social processes that facilitates good cooperative processes within the organisation. It is also crucial that the manager can transform this competence into acts that are visible within the organizational culture. Good management is about conveying visions and goals in a clear and inspiring way, and the ability to divide work in accordance with the maturity level of each individual co-worker. Central to this process of influence is the knowledge of one’s own influence, knowledge about how co-workers are affected and what motivates and inspires them, and what creates secure relationships and healthy structures around the work process.

This course uses development oriented, relational oriented and change oriented leadership perspectives, and offers a toolbox that can lead to better influence and effectiveness in the organisation.

The manager is responsible for developing their leadership through introspection, awareness of their role as a manager, personality, and leadership style, and how the use of power and influence can affect those it is imposed on. Through increased awareness, managers will be able to adapt their leadership style and become a developmental agent in the process of developing co-workers, and through this influence one can increase productivity and well-being in the organisation.

The central goals of this course are:

• To increase the course participants level of reflection concerning their own role as a leader; what characterizes you as a leader, personality, leadership style, mindset and mental robustness, ability to see yourself from the outside and co-workers from the inside – develop a larger repertoire of emotional strategies
• To help course participants describe their own priorities and values, and to show the useful tools leaders can use to investigate if these are in accordance with the priorities of the employees – develop a more investigative interaction strategy
• To increase course participants understanding of what affects whom in the organisation; focus on safety, self-determination, and recognition as forms of motivation – develop skills in trust-based feedback, communication, creation of good organizational cultures and autonomy-supportive leadership
• To introduce relevant organisation psychological theories, models, tools, exercises, and cases that promote the candidates’ chances of succeeding in the role as a leader – develop a larger repertoire of action strategies.
• To increase course participants awareness of social, cultural, and situational challenges that can affect the level of organizational power, influence, and innovation processes – develop an increased openness to how globalization, sustainability, digitalization, diversity, and cross-cultural perspectives affect leadership