Cohen-Bradford Influence

Influence, negotiation, persuasion, power and motivation. When lining up these themes it creates a spectrum on which leadership is build. Having the ability to excel only in one of these characteristics such as persuasion might make you a good salesman or when you only have the ability to motivate people you might be a good football captain but you need the ability to tap into all the different concepts of the first sentence to be an efficient long-term leader.
The article by Robert Ciadini discusses the science of persuasion. Out of all the six tendencies which include: reciprocation (gifts), consistency (commitment), social validation (power of the masses), liking (personal connection), authority (knowledge), and scarcity (less at hand), consistency would be the most influential for me. The use of consistency seems to me the more ethical and valid reason to convince someone. A good leader would not want to force anybody into believing what is instructed but would want them to understand and trust his guidance.
The Cohen-Bradford Influence model offers a practical approach of reciprocity and exchange; trading what you have that the other person desires in exchange for what you need to accomplish workplace and personal goals. Personally, most of my authority comes from this type of angle. Seldom, I use my position as a tool for authority. The reason and communication of the task is most of the time enough for people to understand its importance for execution. Cooperation is shaped by mutual trust in following guidelines that is not always understood by everybody but is trusted to provide a good