MBA essay范文-领导力中的影响力概念。本文是一篇由本站留学生代写服务提供的MBA essay写作范文，主要内容是讲述影响力被定义为一个人对另一个人施加的力，以引起目标个人的变化。影响可以改变一个人的行为、态度、目标、观点、需求和价值观。影响力是领导力的必要组成部分。它关注的是领导者如何影响追随者。影响力是领导力的必要组成部分，没有影响力，领导力就不存在。领导力的影响力要求领导者对被领导者的生活产生影响。改变他人会带来巨大的社会和道德负担。下面就一起来看一下这篇MBA essay范文的具体内容。
Influence is defined as the force one person exerts on another person to induce a change in the targeted individual. Influencing can change a person’s behavior, attitude, goals, opinions, needs and values. Influence is a necessary part of leadership. It is concerned with how the leader affects followers. Influence is a necessary ingredient of leadership, without influence, leadership is non-existent. The influence dimension of leadership requires the leader to have an impact on the lives of those being led. To make a change in other people comes with an enormous amount of social and ethical burden.
Various types of influence processes and the factors affecting them 各种类型的影响过程及其影响因素
Leaders use variety of influence process to alter the behavior of people. The influence process changes according to the demands of the situation. Influence processes refer to the five ways leaders shape organizational variables including people and resources. The five influence processes are direct decisions, allocation of resources, reward system, selection and promotion of other leaders and role modeling. Each will be discussed in detail in the following paragraphs:
领导者利用各种影响过程来改变人们的行为。影响过程会根据情况的需要而变化。影响过程是指领导者塑造组织变量的五种方式，包括人员和资源。这五个影响过程是直接决策、资源分配、奖励制度、其他领导者的选拔和晋升以及角色塑造。以下段落将详细讨论每一项
Direct decisions: Direct decisions provide the leaders the ability to influence the choices of their followers. This ability to influence comes with the control leaders have in formulating mission and vision aspects of an organization. The most important aspect giving power to leader in the organizational structure is their ability to influence the variables affecting their followers through direct decisions. Leaders’ ability to make decisions influencing organizational structure give them the power to dictate decision making in the organization and set overall direction of the organization.
直接决策：直接决策为领导者提供了影响追随者选择的能力。这种影响力来自于领导者在制定组织的使命和愿景方面的控制力。在组织结构中，赋予领导者权力最重要的方面是他们通过直接决策影响影响其追随者的变量的能力。领导者做出影响组织结构的决策的能力使他们有权决定组织中的决策，并设定组织的总体方向。
Allocation of resources: Leaders make use of their power over various organizational resources such as human, money and technological resources to significantly impact the way work is carried out in an organization. For example if a department is in serious need of funds a leader has the power to grant additional money to the department in addition to the portion allocated to the department in the annual budget.
资源分配：领导者利用他们对各种组织资源的权力，如人力、财力和技术资源，对组织中的工作方式产生重大影响。例如，如果一个部门急需资金，除了年度预算中分配给该部门的部分外，领导有权向该部门额外拨款。
Reward system: Leader can make use of their power to reward to influence the actions and behaviors of their employees. A leader can offer monetary incentive to followers in case the followers conform to certain behavioral standards and achieve goals necessary for meeting the overall organization objective.
奖励制度：领导可以利用自己的权力进行奖励，影响员工的行为和行为。领导者可以向追随者提供金钱激励，以防追随者符合某些行为标准并实现实现组织整体目标所需的目标。
Selection and promotion of other leaders: Leaders can also influence their followers by making use of their power to promote the leaders who meet individual as well as organizational goals and objectives.
其他领导者的选拔和晋升：领导者也可以通过利用自己的权力来影响追随者，提拔符合个人和组织目标的领导者。
Role modeling: Finally one of the most important ways leaders can mould the behavior and opinion of their followers is by acting as a role model. Followers always follow the path leader is taking. If a leader possesses high moral and ethical standard there are greater chances that their followers will also have high ethical and moral standards.
角色榜样：最后，领导者塑造追随者行为和观点的最重要方法之一是充当榜样。追随者总是遵循领导者所走的道路。如果一个领导者拥有高道德和伦理标准，那么他们的追随者也更有可能拥有高道德标准。
Analysis of the influence process used by Andrea Jung, Indra Nooyi, and Brenda Barnes
Andrea Jung、Indra Nooyi和Brenda Barnes使用的影响过程分析
Influence processes used by Andrea Jung
Andrea Jung使用的影响过程
Direct decisions: The CEO of Avon Corporation, Andrea Jung has taken numerous successful decisions that have changed the image of Avon in the beauty and cosmetics industry. She emphasized the importance of sales force saying that they were at the heart of Avon and that Avon’s future success depends on their efforts. She also strongly emphasized the importance of internet sales. Andrea Jung also worked to change Avon’s traditional focus from the 30-55 year old women to the younger 16-24 year old women citing the reason that this segment of around 17 million women has a purchasing power of over $100. She also eliminated seven layers of management and got rid of 25% of the senior staff.
直接决策：雅芳公司首席执行官Andrea Jung做出了许多成功的决策，改变了雅芳在美容和化妆品行业的形象。她强调了销售人员的重要性，称他们是雅芳的核心，雅芳未来的成功取决于他们的努力。她还强调了互联网销售的重要性。Andrea Jung还致力于将雅芳的传统关注点从30-55岁的女性转变为16-24岁的年轻女性，理由是这一约1700万女性群体的购买力超过100美元。她还取消了七层管理层，解雇了25%的高级职员。
Allocation of resources: Andrea Jung strongly favors allocation of huge budget for the Research and development function of her organization, believing that it has potential to give off higher benefits in return. Andrea Jung’s decision to invest heavily in R&D paid off when the company’s sales increased by 45% in 2004.
资源分配：Andrea Jung强烈支持为其组织的研发职能分配巨额预算，认为这有可能带来更高的回报。Andrea Jung在研发方面投入巨资的决定在2004年公司销售额增长45%时得到了回报。
Reward system: Sales representatives making huge profits for the company are rewarded with paid holiday trips to eye-catching tourist attractions like Tenerife, Cyprus and Madeira.
奖励制度：为公司赚取巨额利润的销售代表将获得前往特内里费岛、塞浦路斯和马德拉岛等引人注目的旅游景点的带薪假期旅行的奖励。
Selection and promotion of other leaders: When Andrea Jung took over Avon Corporation there were no women past middle management. Today 85% of Avon’s top management team in U.S. being composed of females (Knowledge@Wharton, 2005).
其他领导人的选拔和晋升：当Andrea Jung接管雅芳公司时，没有女性超过中层管理人员。如今，雅芳在美国85%的高层管理团队由女性组成
Role modeling: Andrea Jung with her determination, courage and distinctive managerial style is a wonderful role model for coming generations of female leaders.
角色榜样：荣以她的决心、勇气和独特的管理风格，成为未来几代女性领导者的榜样。
Influence processes used by Indra Nooyi
Indra Nooyi使用的影响过程
Direct decisions: At PepsiCo. Indra Nooyi has been credited with several key decisions that have positively enhanced the performance the company. Her decisions including the divestiture of fast food restaurants (Taco Bell, Pizza Hut and KFC), the acquisition of Tropicana and the merger with Quaker Oats provide remarkable examples to the sharp talents Indra Nooyi has in turning ideas and plans into realities.
直接决策：在百事公司。Indra Nooyi被认为做出了几个关键决策，这些决策积极提升了公司的业绩。她的决定，包括剥离快餐店（塔可钟、必胜客和肯德基）、收购纯果乐和与桂格燕麦的合并，为Indra Nooyi在将想法和计划变为现实方面的敏锐才能提供了非凡的例子。
Allocation of resources: Indra Nooyi redirected about one third of PepsiCo’s marketing budget this year towards social media campaigns and digital promotions including her “ReFresh Project” campaign. Indra Nooyi takes community building seriously and has undertaken a $20M grant program to help community building causes.
资源分配：Indra Nooyi今年将百事公司约三分之一的营销预算用于社交媒体活动和数字促销，包括她的“ReFresh项目”活动。Indra Nooyi认真对待社区建设，并实施了2000万美元的赠款计划来帮助社区建设事业。
Reward system: Apart from monetary rewards, Indra Nooyi strongly believes in the importance of non-monetary rewards as well. She sends the spouses and parents of her company’s top performer’s personal hand written thank-you letters (Keller & Price, 2011).
奖励制度：除了货币奖励，Indra Nooyi也坚信非货币奖励的重要性。她向公司顶级执行官的配偶和父母发送手写的感谢信。
Selection and promotion of other leaders: Indra Nooyi stresses the importance of developing future leaders so that when the top level leaders leave their jobs their absence is not felt (Keller & Price, 2011).
其他领导者的选拔和晋升：Indra Nooyi强调培养未来领导者的重要性，这样当最高级别的领导者离职时，就不会感觉到他们的缺席。
Role modeling: Indra Nooyi is a role model for millions of young girls back home in India. It is a signal to them that with extreme dedication and hard work they too can scale apparently unreachable heights.
角色榜样：Indra Nooyi是印度国内数百万年轻女孩的榜样。这向他们发出了一个信号，即只要付出极大的奉献精神和辛勤的工作，他们也可以攀登明显无法达到的高度。
Influence processes used by Brenda Barnes
Brenda Barnes使用的影响过程
Direct decisions: The CEO of Sara Lee has undertaken number of direct decisions during her tenure at the company. Her first major decision was to sell its non-core businesses to focus on the core business. She also decided to increase Sara Lee’s presence in the international market, because of this decision in 2008, 75% of the company’s operating income came from international (non-U.S.) market.
直接决策：Sara Lee的首席执行官在公司任职期间承担了许多直接决策。她的第一个重大决定是出售非核心业务，专注于核心业务。她还决定增加Sara Lee在国际市场的影响力，因为2008年的这一决定，公司75%的营业收入来自国际（非美国）市场。
Allocation of resources: When Brenda Barnes first assumed the role of CEO of Sara Lee she took the decision to allocate $250m towards R&D and marketing in addition to the allocated amount in budget, she undertook the decision to boost the annual sales at least by 2% to 4%.
资源分配：当Brenda Barnes首次担任Sara Lee的首席执行官时，她决定除了预算拨款外，还将2.5亿美元用于研发和营销，并决定将年销售额至少提高2%至4%。
Reward system: At Sara Lee rewards are tied to employee’s performance on job. Employees are encouraged to buy company’s stock and naturally it gives provides them an incentive to perform exceedingly well on their jobs since it will translate into profits for them (Griffin & Moorhead, 2011).
奖励制度：在Sara Lee，奖励与员工的工作表现挂钩。鼓励员工购买公司的股票，这自然会激励他们在工作中表现出色，因为这会转化为他们的利润。
Selection and promotion of other leaders: Brenda Barnes promoted leaders to higher echelons of the organization depending on their skills and performance level on job (Griffin & Moorhead, 2011).
其他领导者的选拔和晋升：Brenda Barnes根据领导者的技能和工作表现水平将其晋升到组织的更高层。
Role modeling: Brenda Barnes is a great role model for women looking for finding a balance between career and home. She took a career break and left her job as the CEO of Sara Lee for looking after her children (Bulik, 2004).
角色榜样：Brenda Barnes是寻求在事业和家庭之间找到平衡的女性的榜样。她因照顾孩子而中断了职业生涯，辞去了Sara Lee首席执行官的工作。
Conclusion 结论
Influence is the force a person exerts on another person to change their opinion or alter their behaviors. Leaders frequently use a combination of influence strategies. It is a well-known fact that people who use a wider variety of tactics are typically perceived as having greater power and influence. Leaders have to determine the method that is most likely to influence others by considering the individuals, groups, and situations involved.
影响力是一个人对另一个人施加的改变其观点或行为的力量。领导者经常使用影响力策略的组合。众所周知，使用更广泛策略的人通常被认为拥有更大的权力和影响力。领导者必须通过考虑所涉及的个人、群体和情况来确定最有可能影响他人的方法。
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