Influence And Power

In today's complex work world, things no longer get done simply because someone issues an order and someone else follows it.Most of us work in socially intricate organizations where we need the help not only of subordinates but of colleagues, superiors, and outsiders to accomplish our goals. This often leaves us in a "power gap" because we must depend on people over whom we have little or no explicit control.This is a book about how to bridge that gap: how to exercise the power and influence you need to get things done through others when your responsibilities exceed your formal authority.Full of original ideas and expert insights about how organizations—and the people in them—function,Power and Influencegoes further, demonstrating that lower-level personnel also need strong leadership skills and interpersonal know-how to perform well.Kotter shows how you can develop sufficient resources of "unofficial" power and influence to achieve goals, steer clear of conflicts, foster creative team behavior, and gain the cooperation and support you need from subordinates, coworkers, superiors—even people outside your department or organization.He also shows how you can avoid the twin traps of naivete and cynicism when dealing with power relationships, and how to use your power without abusing it.Power and Influenceis essential for top managers who need to overcome the infighting, foot-dragging, and politicking that can destroy both morale and profits; for middle managers who don't want their careers sidetracked by unproductive power struggles; for professionals hindered by bureaucratic obstacles and deadline delays; and for staff workers who have to "manage the boss."This is not a book for those who want to "grab" power for their own ends. But if you'd like to create smooth, responsive working relationships and increase your personal effectiveness on the job, Kotter can show you how—and make the dynamics of power work for you instead of against you.

This book explores how power operates in workplace settings at local, national and transnational levels. It argues that how people are valued in and out of work is a political dynamic, which reflects and shapes how societies treat their citizens. Offering vital resources for activists and students on labour rights, employment issues and trade unions, this book argues that the influence workers can exert is changing dramatically and future challenges for change can be positive and progressive.

This volume is a readily accessible compilation of current, original scholarly research in the area of power and influence in organizations. It offers a rich exploration of emerging trends and new perspectives.

Amoral, cunning, ruthless, and instructive, this multi-million-copy New York Times bestseller is the definitive manual for anyone interested in gaining, observing, or defending against ultimate control – from the author of The Laws of Human Nature. In the book that People magazine proclaimed “beguiling” and “fascinating,” Robert Greene and Joost Elffers have distilled three thousand years of the history of power into 48 essential laws by drawing from the philosophies of Machiavelli, Sun Tzu, and Carl Von Clausewitz and also from the lives of figures ranging from Henry Kissinger to P.T. Barnum. Some laws teach the need for prudence (“Law 1: Never Outshine the Master”), others teach the value of confidence (“Law 28: Enter Action with Boldness”), and many recommend absolute self-preservation (“Law 15: Crush Your Enemy Totally”). Every law, though, has one thing in common: an interest in total domination. In a bold and arresting two-color package, The 48 Laws of Power is ideal whether your aim is conquest, self-defense, or simply to understand the rules of the game.

Although much as 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. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes—such as flexibility, stamina, and a high tolerance for conflict—and the structural factors—such as control of resources, access to information, and formal authority—that can help managers advance organizational goals and achieve individual success.

A revolutionary and timely reconsideration of everything we know about power. Celebrated UC Berkeley psychologist Dr. Dacher Keltner argues that compassion and selflessness enable us to have the most influence over others and the result is power as a force for good in the world. Power is ubiquitous—but totally misunderstood. Turning conventional wisdom on its head, Dr. Dacher Keltner presents the very idea of power in a whole new light, demonstrating not just how it is a force for good in the world, but how—via compassion and selflessness—it is attainable for each and every one of us. It is taken for granted that power corrupts. This is reinforced culturally by everything from Machiavelli to contemporary politics. But how do we get power? And how does it change our behavior? So often, in spite of our best intentions, we lose our hard-won power. Enduring power comes from empathy and giving. Above all, power is given to us by other people. This is what we all too often forget, and it is the crux of the power paradox: by misunderstanding the behaviors that helped us to gain power in the first place we set ourselves up to fall from power. We abuse and lose our power, at work, in our family life, with our friends, because we've never understood it correctly—until now. Power isn't the capacity to act in cruel and uncaring ways; it is the ability to do good for others, expressed in daily life, and in and of itself a good thing. Dr. Keltner lays out exactly—in twenty original "Power Principles"—how to retain power; why power can be a demonstrably good thing; when we are likely to abuse power; and the terrible consequences of letting those around us languish in powerlessness.

Taking cognisance of the lack of studies on leadership in modern India, this book explores how leadership is practiced in the Indian context, examining this across varied domains — from rural settings and urban neighbourhoods to political parties and state governments. The importance of individual leaders in the projection of politics in South Asia is evident from how political parties, mobilisation of movements and the media all focus on carefully constructed personalities. Besides, the politically ambitious have considerable room for manoeuvre in the institutional setup of the Indian subcontinent. This book focuses on actors making their political career and/or aspiring for leadership roles, even as it also foregrounds the range of choices open to them in particular contexts. The articles in this volume explore the variety of strategies used by politically engaged actors in trying to acquire (or keep) power — symbolic action, rhetorical usage, moral conviction, building of alliances — illustrating, in the process, both the opportunities and constraints experienced by them. In taking a qualitative approach and tracking both political styles and transactions, this book provides insights into the nature of democracy and the functioning of electoral politics in the subcontinent.

The world is a complex place, and this complexity is an obstacle to our attempts to explain, predict, and control it. In Power and Influence, Richard Corry investigates the assumptions that are built into the reductive method of explanation - the method whereby we study the components of acomplex system in relative isolation and use the information so gained to explain or predict the behaviour of the complex whole. He investigates the metaphysical presuppositions built into the reductive method, seeking to ascertain what the world must be like in order that the method could work.Corry argues that the method assumes the existence of causal powers that manifest causal influence- - a relatively unrecognised ontological category, of which forces are a paradigm example. The success of the reductive method, therefore, is an argument for the existence of such causal influences.The book goes on to show that adding causal influence to our ontology gives us the resources to solve some traditional problems in the metaphysics of causal powers, laws of nature, causation, emergence, and possibly even normative ethics. What results, then, is not just an understanding of thereductive method, but an integrated metaphysical worldview that is grounded in an ontology of power and influence.