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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
A New Prescription for Power
內容大綱
Leaders often view power as a purely personal quality, derived from their formal roles and titles, accreditations, skills, and experience; from the information they control and the reputation they've built; and from their charisma, resilience, and energy. But as most discover, effectively wielding power is rarely straightforward. Simply exercising control over others--the traditional concept of power--is often not the best strategy; it may not even be an option. Indeed, the most potent uses of power often involve no direct influence tactics at all. The authors have developed an approach to power that goes beyond exerting control and mobilizes others' energy and commitment. It focuses on three core dimensions: Situational power rests on the ability to align objectives, the environment, and bases of power. Relational power is about connections and coalitions: They can be a major source of support, advice, information, and resources--but if neglected or ignored, they can loom as potential points of resistance. Dynamic power involves continually adapting influence strategies to changes in organizational and social systems. The degree to which leaders draw on all three dimensions of power determines how effectively they get things done.