CEO Blog

JANUARY 27, 2011

Key Concepts from the first chapter: 1 - People have 5 sources of organizational power (role, resources, information, network and reputation), 5 sources of personal power (knowledge, expressiveness, attraction, character, and history) and one metasource (will). 2 - Power is like a battery. I am CEO between positions.

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Blog CEO Power Leadership 190

Coaching Tip

MARCH 21, 2014

As the workforce rapidly grows more multicultural, younger and more female, businesses are feeling the effects of "the power gap"--the growing distance between front-line managers from different backgrounds. What is THE POWER GAP? In " FLEX: The New Playbook for Managing Across Differences ," authors Jane Hyun and Audrey S.

Leadership Styles 139

Leadership Styles Self-aware Leadership Diversity 139

LDRLB

AUGUST 3, 2012

The psychology of stewardship is a hot topic in management studies. Because individuals need not hold a position of power or authority to have a covenantal relationship with the organization, stewardship behaviors can be enacted across all levels of the organization. Indeed, Davis et al. Over to you.

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Wilde Self-aware Emotional Intelligence Consensus 164

Jesse Lyn Stoner Blog

FEBRUARY 11, 2013

Tony wanted to shift out of a management role in a specialized field where he’d been for decades into a broader general manager role. He had a “personal brand’ problem. He needed to rebrand himself from a specialty line manager into a general manager. So, what personal brand would he need to project?

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Brand Career Case Study Resources 159

Lead Change Blog

FEBRUARY 16, 2015

How does someone develop their own lens or know how along the way? For one, we learn to handle our professional and personal concerns while helping others simultaneously. Leadership facilitates an increased self-esteem and feelings of personal power to affect a desired outcome of a situation or task. Oldest Child: Pastor.

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Licensing Bond Committee Workshop 150

The Center For Leadership Studies

JANUARY 13, 2025

Driven by customer need and interest, CLS addresses the foundational leadership skills of developing and maintaining trust and the growing desire among leaders to cultivate an impactful brand that invites others to want to collaborate and partner with them. MIT Sloan Management Review. 1 Reichheld A, Dunlop A. January 24, 2023.

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Course Attrition Brand Situational Leadership 40

Leading with Trust

JUNE 12, 2022

Many managers strive to be one. But being a first-time manager requires a whole new set of skills —for example, emotional intelligence—that are more important than technical expertise. Many managers either haven’t had the opportunity to develop these skills, are resistant to doing so, or don’t have an interest in them.

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Self-aware Emotional Intelligence Blanchard Servant Leader 137

Frank Sonnenberg Online

NOVEMBER 17, 2020

“In this delightfully simple and straightforward book, Frank Sonnenberg succeeds in both challenging and compelling us to use our personal power to make the world a happier, healthier place to live, love, work, and play — one conscience choice at a time.”. MICHEL , Brig. General USAF (Ret), TED Speaker, C-Suite Leader.

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Blog Books Self-aware CEO 140

Lead from Within

JUNE 15, 2018

If you have plans of becoming a manager or taking on any leadership position, you can help yourself tremendously by being aware of the mistakes that hurt the reputations and relationships of new bosses. Abusing power. Leadership is not about flexing your personal power but empowering others.

Delegation 164

Delegation Learning-by-Doing Reputation Motivation 164

Coaching Tip

FEBRUARY 11, 2012

Real leaders are made; they learn through trial and error on the job and are nurtured and developed through time. He later became Bill Clinton's presidential campaign manager and after they won the election was the Secretary of the Commerce Dept. Honing those leadership skills can happen outside the workplace, too.

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Power Class Fashion CEO 125

Change Starts Here

MAY 13, 2014

Unfortunately, no change management methodology alone is going to help you. Ultimately, changing your organization requires you to use your own personal influence to get it done — because nothing else will work. . $75. Create the structural elements that will drive change and develop a plan to pinpoint communication. $75.

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Influence Webinar Resistance Discount 103

Lead from Within

NOVEMBER 7, 2019

That kind of inspiration requires a trustworthy leader—one who treats leadership not as a source of personal power but as a channel for serving others. At its best, leadership inspires people to pull together collectively to achieve something great. How do you know when a leader is trustworthy?

How To 168

How To Reputation Trends Personal Power 168

Lead from Within

OCTOBER 29, 2019

Sadly, too many leaders focus on personal power and self-serving goals. Leaders should hold themselves to a higher standard since they are responsible not only for themselves but also for the people they work with.

Micromanagement 168

Micromanagement Teamwork Delegation Uncertainty 168

The Center For Leadership Studies

NOVEMBER 23, 2020

Zig Ziglar is known for saying, “You must manage yourself before you can lead someone else.” At every level of the organization, EI’s pivotal role is to help the leader: Manage self. At every level of the organization, EI’s pivotal role is to help the leader: Manage self. Manage others. Manage work. MANAGE SELF.

Emotional Intelligence 98

Emotional Intelligence Self-aware Leadership P&L 98

LDRLB

OCTOBER 13, 2010

[This post is adapted from my submission into the M-Prize, the world’s first management innovation award. Studies have shown that those promoted to management will be more likely to develop into pricks as they work to ensure compliance in their subordinates. Managers tried to become leaders.

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360-Degree Feedback Compliance Follow-up Power 68

The Empowered Buisness

JULY 14, 2015

Yet companies continue to invest in skills development only to be disappointed by little or no difference in performance. Satisfy the motive and you will manage the behavior. Effective managers are typically more oriented toward details, as are functions like quality control and accounting. Its companion pattern is Depth – ie.,,

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Motivation Leadership McClelland Long-term 100

Strategy Driven

JANUARY 13, 2020

Specialized skills are expensive to develop in-house and you might only need them occasionally. This means they develop a network of connections. Change Management. They can identify the need for change, manage the change program or support the change. Vested interests and personal power plays may at best limit thinking.

Consultative 68

Consultative Company Decisionmaking Long-term 68

The Empowered Buisness

APRIL 14, 2015

The BIG question is … How can YOU develop your own leadership presence? It’s mindset, attitude, personal power and congruent physiology/tonality all wrapped up in one. Owning your space is absolutely crucial to become a powerful, influential leader. You feel it. You know it. You are impacted by it.

Leadership 100

Leadership Energy Audience Influence 100

Experience to Lead

NOVEMBER 29, 2022

Top executives, therefore, must develop new skills and competencies to advance sustainable development in their industries. Sustainable Leadership is a style of management that drives solutions for environmental, social and economic challenges in the world. What might a leader in sustainability look like in practice?

Quality 52

Quality Long-term Short-term Leadership 52

The Center For Leadership Studies

NOVEMBER 13, 2023

This article will examine transparency and how to develop or improve it within your sphere of influence. Power is influence potential. In that context, you can’t effectively lead without power. Trust in Management: People want to work with and for Senior Executives who consistently display high integrity.

Situational Leadership 52

Situational Leadership Long-term Influence Reputation 52

The Center For Leadership Studies

JUNE 8, 2023

Foundational Research The Situational Leadership ® Model is anchored by a foundation of timeless, pioneering research in leadership development and organizational behavior. It is difficult to imagine a comprehensive leadership development curriculum that did not include the Situational Leadership ® Model. Do these managers exist?

Situational Leadership 52

Situational Leadership Leadership Argyris Influence 52

Harvard Business Review

SEPTEMBER 26, 2011

Over a decade later, I'm still reflecting on what this group of talented bankers taught me about power, trust, and teamwork. The first step in our coaching was establishing each member's personal power style. The key to embodying this quality on the job this isn't just thinking about how to motivate or advance others.

Teamwork 15

Teamwork Power Committee Bond 15

Harvard Business Review

JANUARY 19, 2011

The next lesson to be learned is that power can come through the projection of an image of strength that may not yet be the reality. For devices such as computers or cell phones to be of great value to users, developers have to be interested in writing application software. They only want to develop applications for hot products.

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Power Software Learning-by-Doing Organizational Behavior 16

You're Not the Boss of Me

APRIL 11, 2010

I think the difference is that a bossy woman operates from a place of love and a bully from a place of personal power. Your comments have me thinking about the difference between a bossy woman and a bully. It sounds about right to me. What do you think? Reply lawrence berezin April 12, 2010 at 5:58 pm Gwyn, Beautiful post.

Leadership Styles 48

Leadership Styles Blog Learning-by-Doing Bottom-up 48

Harvard Business Review

JULY 1, 2014

But hierarchies are flattening as power moves away from top internal management and toward employees and a proliferation of external stakeholders. Altrocentric leaders, on the other hand, derive power from motivating, not controlling, others. Organizations need to develop leaders who are motivated by altrocentric leadership.

Co-Opetition 15

Co-Opetition McClelland Leadership Emotional Intelligence 15

Harvard Business Review

OCTOBER 20, 2015

Now, you’re going to be managing a team of high-performers in a division of your company that everyone’s buzzing about. I’m not sure they even really need a manager, they’re that good and that motivated.” You noticed, I’m sure, that you’re the third new manager appointed in the past two years?”

McClelland 8

McClelland Management Emotional Intelligence Self-aware 8

Harvard Business Review

APRIL 24, 2017

Studies show that individuals with political skills tend to do better in gaining more personal power as well as managing stress and job demands, than their politically naive counterparts. Thus, the development of an informal coalition saved the organization and political activities, in this case, were a force for good.

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Politics Bureaucracy Long-term Short-term 15

Harvard Business Review

JULY 7, 2016

To become more systematic about culture design, we use a tool that our company, Strategyzer, and Yves Pigneur co-developed with Gray. Participate in in-fighting and blaming, look out for oneself, have a personal agenda, sabotage projects. Care about personal power and prestige, only focus on quarterly numbers.

Company 15

Company Tools Incentives Participative 15

Harvard Business Review

DECEMBER 7, 2016

of all managers , much fewer women rise to the C-suite. A survey of 25,000 Harvard Business School graduates found that although male and female graduates had similar levels of ambition , men were significantly more likely to have positions in senior management, direct reports, and profit-and-loss responsibility.

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Mentor Diversity Self-aware Talent Management 8

Lead Change Blog

JULY 7, 2016

Position power gives way to personal power with autonomy. When employees have greater levels of autonomy, they are better able to use their personal attributes to contribute to job performance. Her manager would have achieved the same outcome, but undoubtedly would have left a trail of bodies in his wake.

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Delegation Construction Fashion Learning-by-Doing 173

Harvard Business Review

MARCH 2, 2016

People need concrete ways to get started on developing their confidence and their skills. As a campaign progresses, however, keep in mind that competence and autonomy are two building blocks of personal power. It’s one thing to have passion for an idea or the desire to join a community.

Management 8

Management Short-term Learning-by-Doing Benchmarking 8

Harvard Business Review

APRIL 21, 2015

Last year, I worked with a senior executive — let’s call him Steve — who had received feedback from his boss that he was wearing the power of his new title in an off-putting way. Steve’s boss told him that he had developed a subtle way of being right in meetings that sucked all the oxygen out of the room.

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Power Emotional Intelligence Self-aware Executive Coaching 8