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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Be Seen as a Leader
內容大綱
When a new work group forms, people often make snap judgments about who is qualified to lead. If the players don't already know one another, they tend to afford status to teammates on the basis of factors such as age, gender, race, attractiveness, and rank. These are characteristics beyond your control, but they don't necessarily predetermine the influence you can have on a group. Anyone, the authors say, can achieve higher status and more influence by getting in the right mind-set before engaging with new teammates. There are three psychological states that can increase the optimism, confidence, and proactive behavior that people associate with leaders: promotion focus (defined as a focus on goals and positive outcomes), happiness, and a feeling of power. And all it takes to help you enter one of these states is a simple five-minute exercise before starting a group task: Write about your ambitions or a time when you felt happy or powerful. The authors report that study subjects who did exactly that were more likely than others to speak up, steer decision making, and be viewed by their teammates as leaders--both in initial group meetings and in follow-up meetings two days later.