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Leadership Program: Additional Reading

Open to GSB Alumni Only "Interpersonal Dynamics for High Performance Leaders"

 

Wednesday, May 9th, 2007

"Influence without Authority" - Los Angeles Event

Dr. Carole Robin, Lecturer in Organizational Behavior

Work is becoming more complex and interdependent. We need others for information and resources, as well as their cooperation to implement solutions. Increasingly this involves having to influence peers – both within our department and across business units. Furthermore, we need to influence upwards – our boss and others higher in the hierarchy. With peers and bosses we need to know how to "influence when we have no authority." And even with direct reports, leaders can not "command" excellence from knowledge workers. Influence has become the key to getting things done in today’s organizations. 

Selected Articles

Additional reading material has been selected by Jackson Library Staff. Due to contractual arrangements, access to some articles may be restricted to the Stanford community, and subscribers of the "Library Databases" offered through the GSB Alumni's Lifelong Learning Program. Inclusion below does not imply University endorsement of the ideas expressed.

Soft skills: what are they? The Times, Jan 2006
Melody Blackburn, a principal consultant with the business psychology consultancy OPP, says: "Soft skills is a term often used when we talk about people skills or anything that is not a technical skill.
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Increasingly, execs need 'soft' skills for hard jobs.San Jose Business Journal Sept. 2005
Is the MFA the new MBA? Some argue that a master's degree in fine arts is really what our future business leaders need these days to help them think creatively in new ways.
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What makes a leader? Harvard Business Review Jan 2004
Daniel Goleman's article remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned. It was Daniel Goleman who first brought the term "emotional intelligence" to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here.
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Cultivating Your Own High-Potential Talent.Career Journal June 2004
Left to develop on their own, some of these future stars will realize their full potential. Yet for many up-and-comers, even the best and brightest, all that promise won't automatically self-ripen. Your organization must determine the support to give these "superkeepers," as Bryn Mawr, Pa., organizational consultant Lance Berger calls them, plus when, how and for how long to give it.
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Touchy-Feely (Re)visited. Stanford Business Aug 2004
A highly structured quant jock takes a risk on the course he avoided in B-School, with good reviews from his coworkers and spouse.
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Ideas: We're All in This Together. Stanford Business Sept 1998
When every employee--from receptionist to CEO--has a piece of the leadership pie, it no longer works to say, "That's not my job."
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Selected Books

[image-Book Cover]

Influence without authority
by Allan R. Cohen, David L. Bradford. J. Wiley, c1990
HD58.9 .C64 1990

Power Up: Transforming Organizations Through Shared Leadership
by David L. Bradford and Allan R. Cohen. J. Wiley, c1998.
HD57.7 .B697 1998