Leadership experts tend to approach the Influence competency from two very different directions. The more widely adopted approach has been situational, in which leaders alternate between a more directive style to a more collaborative style depending on the circumstance. For example, an intern fresh from school would need more guidance and specific instruction - a directive style. As the beginner gains knowledge, skill, and confidence, the leader would shift to a more collaborative, participative style. In special circumstances, a more authoritarian style may be necessary, such as those involving a safety violation in which the consequences are severe. In such instances, leaders need to act swiftly and assertively to confront and correct situations.

The second approach to leadership, which I believe is more instructive in defining a true leader, identifies the sources of power that authorize leaders. These power sources can be presented on a continuum arranged from positional (granted by an organization) to personal (a portable form of authority granted by followers to an individual).

Since anyone in a supervisory position has been delegated authority to reward or punish their direct reports, the role itself grants an aura of power that allows the supervisor to direct others. At the other end of the power continuum is where true leadership is found. If you think of the best leaders you've encountered, you've probably noticed that they operate out of personal power base. They generate personal power from three sources: expertise, skillful communications, and integrity, and are often sought out for advice. You grant them power by permitting them to influence you because of who they are!

In daily life, we often encounter examples of "expert" leadership, or people whom we acknowledge know more about a subject than we do. The power that comes from being a great communicator is a little more complex. To be one, first you must perfect your message or what you intend to communicate. And keep in mind that grooming, dress, gestures and inflection matter.

Much of the Influence competency can be learned, but there is an important element that needs to be confirmed before prompting someone into a leadership role. I call this quality "leadership identity", or having the natural inclination and motivation to assume responsibility over others. Because some candidates for leadership roles may be motivated by just ambition, or the dark side of power, organizations need to ensure that candidates will truly resonate leadership roles before promoting them.