7-18. To succeed and create true commitment, influencing techniques should be perceived as authentic and sincere. Positive influence comes from leaders who do what is right for the Army, the mission, the team, and each individual Soldier. Negative influence—real and perceived—emanates from leaders who primarily focus on personal gain and lack self-awareness. Even honorable intentions, if wrongly perceived by followers as self-serving, will yield mere compliance. False perception may trigger unintended side
effects such as resentment of the leader and the deterioration of unit cohesion.
7-19. The critical nature of the mission also determines which influence technique or combination of techniques is appropriate. When a situation is urgent and greater risk is involved, eliciting follower compliance may be desirable. Direct-level leaders often use compliance techniques to coordinate team activities in an expedient manner. In comparison, organizational leaders typically pursue a longer-term focus and use indirect influence to build strong commitment.
7-20. When influencing their followers, Army leaders should consider that—
- The objectives for the use of influence should be in line with the Army Values, ethics, the Uniform Code of Military Justice, the Warrior Ethos, and the Civilian Creed.
- Various influence techniques can be used to obtain compliance and commitment.
- Compliance-seeking influence focuses on meeting and accounting for specific task demands.
- Commitment-encouraging influence emphasizes empowerment and long-lasting trust.
