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2022 | OriginalPaper | Buchkapitel

5. Build and Project Influence

verfasst von: Andrea Picchi

Erschienen in: Design Management

Verlag: Apress

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Abstract

Management, leadership, and influence are not the same entities, but they present deep intertwined elements. Coping with complexity and coping with change are the core activities of management and leadership, but it’s the ability to influence individuals that enables a person to instantiate these intentions. Knowing is not enough; you must actualize the expertise, and your chances of success are connected directly with your propensity to project influence to deploy effective leadership and managerial competencies concurrently. In this chapter, you will learn how to build and project influence. You will explore the essence of influence, going beyond the widespread misunderstandings of concepts like social power and politics. You will analyze how to create the intention to perform a behavior and convert that intention into action. You will also examine how to create and maintain your social system to generate and project healthy and sustainable levels of influence.
Fußnoten
1
The negativity bias refers to our proclivity to attend to, learn from, and use negative feedback far more than positive information.
 
2
A two-sided refutational strategy is always an option if you can afford to decrease your relationship power. In some critical situations, it can be considered an undesired but acceptable trade-off.
 
3
Self-efficacy is the individual’s subjective perception of their capability to perform in a given setting or to attain desired results.
 
4
An intender is an individual that developed the intention to perform a specific behavior in opposition to a nonintender that did not develop that given intention.
 
5
In sociology, a social system is the patterned network of relationships constituting a coherent whole that exists between individuals, groups, and institutions.
 
Metadaten
Titel
Build and Project Influence
verfasst von
Andrea Picchi
Copyright-Jahr
2022
Verlag
Apress
DOI
https://doi.org/10.1007/978-1-4842-6954-1_5

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