Lead Change Blog

MAY 17, 2021

Build your reputation as the “go-to” person in your area of expertise. Personal Power. Leaders with personal power are often described as having charisma. You can build your personal power by being warm, friendly, sociable, confident, and optimistic. Increasing your Power.

Power 338

Power Seminar Personal Power Charisma 338

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. Increased Trust and Enhanced Brand Reputation Transparency is contagious! What Does Workplace Transparency Look Like?

Situational Leadership 52

Situational Leadership Long-term Influence Reputation 52

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. One of the highest marks for a trusted leader is a reputation as someone people know they can count on. How do you know when a leader is trustworthy?

How To 168

How To Reputation Trends Personal Power 168

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

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.

Blog 190

Blog CEO Power Leadership 190

Strategy Driven

JANUARY 13, 2020

Specialized skills are expensive to develop in-house and you might only need them occasionally. That can be difficult to do, de-motivating for your existing people and bad for your reputation as an employer. This means they develop a network of connections. Vested interests and personal power plays may at best limit thinking.

Consultative 69

Consultative Company Decisionmaking Long-term 69

Harvard Business Review

JULY 1, 2014

Employees used to know just your name, your face, your business reputation. Altrocentric leaders, on the other hand, derive power from motivating, not controlling, others. Organizations need to develop leaders who are motivated by altrocentric leadership. Leadership Managing people Personal effectiveness'

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10