Posts Tagged with "power"

#1e: The importance of buy-in.

Gaining buy-in is a key reason for communicating well. As you rise in an organisation, the outcomes expected of you outpace the growth in your capacity as an individual contributor.Read more →

#9a2: Your role in shaping positional authority within the organisation.

At higher levels in an organisation, positional authority becomes less important than influence. There are more politics and ego, and fewer concrete answers. Yet this does not mean you can ignore the impact of this type of power in your organisation.Read more →

#9b: Options and constraints inherent in different sources of leadership power.

The source of a leader's power provides different options to achieve the same goal in any given situation. What matter is their leadership type — leading with or without authority — not their style, which is unique.Read more →

#9c3: Management should be well-defined.

The role of leadership is to inspire. The role of management is to execute. Leaders may exist at all levels, and their role as a leader may not necessarily be formalised. But management should be well-defined.Read more →

Reference #50: An Elegant Puzzle

One approach to leading without authority is "Model, Document, Share". This can lead to more adoption than a top-down mandate.Read more →

Reference #150: Peopleware

The best leadership often comes from those without positional authority. These leaders are chiefly the catalysts for action, not the directors of it. They exhibit leadership by stepping up for the task, doing it well, and doing so with the interests of those they are leading in mind.Read more →

Reference #169: Peopleware

A good manager exercises only natural authority.Read more →

Reference #253: The First 90 Days

Much of an organisation's power is allocated by its structure. The structure defines who has explicit authority over what and whom.Read more →

Reference #273: The First 90 Days

To understand the influence landscape in your organisation, consider mapping influence networks. These show who influences whom on issues that concern you.Read more →

Reference #275: The First 90 Days

People may resist your proposed change agenda for the following reasons:Read more →

Reference #404: Thinking in Systems

Those who regulate the flow of information have power.Read more →

Reference #439: Organizational Culture and Leadership

Power distance is the degree to which people in a hierarchical situation perceive a gap in social and psychological status. It is also the perceived difference in ability to control each other's behaviour.Read more →