Task 3B Power and Influence

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Institutional Affiliations

Part 1: Leadership Style

One of the keyleadership styles that I will adopt to influence the success of theproject is diplomacy. The style will allow all stakeholders in theorganization to feel included and apprised in the project processes.Through diplomacy, the organization will be able to acquire opinionsand suggestions from the different stakeholders to allow for anincrease in the input of ideas. Diplomacy will ensure that conflictis kept at its minimum within the organization. The utilization ofthis leadership strategy will require a review of the running of theschool to understand the parties that are conflicting (Saini,2015). The strategy will also require a presentation on thecost benefit analysis of utilizing a central server and technologyharmonization. There will also be a need to acquire all importantfacts that will be used to answer questions from the differentstakeholders regarding the harmonization project. By having all factsat hand, I will be able to assure and reassure the differentstakeholders on information regarding the need to have a harmonizedtechnology.

Part II: Actions

Projectimplementation actions will be surely met with a lot of resistancefrom various stakeholders within the school. However, the resistanceis expected to dwindle as time goes by. The various stakeholderswithin the school ranging from students, teachers, non-academicstaff, and principals are expected to find it hard to adjust to thenewly harmonized technology. Most will feel that their functionswithin the school have been taken over by the project, a situationthat may create human resource tension among the employees. Powerstruggles may also be fuelled by the implementation of the program.Some employees such as the transition clerks within the variousgrades may feel like their work has been made redundant by theintroduction of the program. Tension is likely to encroach in betweenthe different levels of human resource. Some senior employees arelikely to feel that the junior employees are being given a chance bythe program to take over their positions. In this case, there will bea need to include the principals in the implementation of the programto alleviate the fears of their functions being taken over by thejunior employees.

Part III: Communication Barriers

Alienating thecommunication barriers will significantly enhance the implementationof the program in the school. One of the key strategies inalleviating the communication barriers in this scenario is adopting areporting structure that entirely enhances the spread of informationwithin the institution. In such a strategy, there will be a need forthe different employees within the institution to understand theirroles and responsibilities in the school to avoid conflicts relatedto their functions. Reducing the conflict related to the functions ofvarious employees is a better way in eliminating the communicationbarriers in the scenario. Allowing the sharing of information betweenvarious teachers will also work quite well in eliminating thecommunication barriers in the scenario. The sharing of info betweenthe teachers creates a sense of respect among them and appraisal forthe respective roles they play in this particular case. Creatinginformation flow regarding the project will also work well inensuring that the communication barriers are eliminated in thescenario.

Part IV: Conflict Resolution

By using a well-documented process flow, the prospects and crucialperformance measures for the various employees across the board willbe properly delineated (Daft &ampLane, 2014). The tasks available for different employees willbe defined according to the project’s prospects to avoid conflict.In a bid to avoid relationship conflicts, there will be a need todelineate to all employees the persons they will be reporting to uponthe completion of particular tasks. A full job description willenhance a peaceful coexistence among the school employees. Areduction of conflicts will further be strengthened by appraisal ofthe roles played by various school employees through job rotation.

Part V: Buy-in Techniques

One of the mostimportant aspects of buy-in strategies is marketing. Introducing anawareness campaign will work a better portion in informing all thestakeholders on the importance and advantages of the project(Armstrong, Kotler, &amp Opresnik,2017). The marketing strategy will also involve asensitization program that elucidates to the general public thebenefits of using technology in learning. In this case, the programwill involve consultation with various stakeholders involved in therunning of the school as well as prospective companies that couldsponsor the project. There will be a dire need to elaborate to theschool the possible impacts that could be accrued from utilizing theprogram in question. Moreover, private investors will be enticed byan elucidation of the benefits they stood to accrue if they made aninput into the technology project.


Armstrong, G., Kotler, P., &amp Opresnik, M.(2017).&nbspMarketing.Boston: Pearson.

Daft, R. &amp Lane, P. (2014).&nbspTheleadership experience. Australia:Cengage Learning.

Saini, D. (2015). Integral Leadership Style: ANew Perspective.&nbspInternationalJournal on Leadership,&nbsp3(2),45-57.