Power

Leadership BS: Fixing Workplaces and Careers One Truth at a Time

The author of Power, Stanford business school professor, and a leading management thinker offers a hard-hitting dissection of the leadership industry and ways to make workplaces and careers work better....

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Managing With Power: Politics and Influence in Organizations

Although much has been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way....

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Power: Why Some People Have It and Others Don't

One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real wor...

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Power Dynamics in Leadership and Coaching: A Fireside Chat with Janus Adams Additional Resources

Additional resources to accompany Power Dynamics in Leadership and Coaching: A Fireside Chat with Janus Adams webinar.

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Webinar: Power Dynamics in Leadership and Coaching: A Fireside Chat with Janus Adams

In this fireside chat, IOC’s director of education, Pamela Larde, will be joined by historian and Emmy award-winning journalist, Janus Adams to discuss how imbalanced power d...

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Am I a leader or a friend? How leaders deal with pre-existing friendships

We studied employees who were promoted into a leadership role from within their work group and explored how they dealt, psychologically, with being both a leader and a friend of their subordinates....

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The view over one's shoulder: The causes and consequences of leader's envy of followers

We propose a social comparison-based framework in which leaders' meta-perceptions of power relative to their followers can be a source of envy, which can then lead to varied behaviors. We provide a model summarizing the main points of this framework, and develop propositions discussing how and when these effects operate....

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A bed of thorns: Female leaders and the self-reinforcing cycle of illegitimacy

In an attempt to explain why the gender gap in leadership positions persists, we propose a model centered on legitimacy. When women hold powerful positions, they have a harder time than men eliciting respect and admiration (i.e., status) from subordinates. As a result, female power-holders are seen as less legitimate than male power-holders....

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Leader corruption depends on power and testosterone

We used incentivized experimental games to manipulate leader power — the number of followers and the discretion leaders had to enforce their will. Leaders had complete autonomy in deciding payouts to themselves and their followers....

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Traditional Chinese leadership and employee voice behavior: A cross-level examination

To enhance the understanding of leadership influences on employee voice behavior, this study focused on traditional Chinese leadership (i.e., authoritarian leadership)....

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