Introduction

Fiona Elsa Dent and Mike Brent

Chapter 1 in Influencing, 2006, pp 1-14 from Palgrave Macmillan

Abstract: Abstract In our work at Ashridge we meet hundreds of managers from all over the world. They all face many different issues in their work, but one common theme seems to have emerged over the past few years — whatever their position. The ability to influence and communicate effectively with both colleagues and external partners has become a crucial skill. These managers talk to us about the need to be able to influence when they have no formal authority, or what to do when they have moved from a position where they once had that authority but don’t have it any more. One manager explained that she had formerly worked in an organisation and a country where she had formal authority and could tell people what to do. Now she works for a company where that formal authority simply does not work. She has to learn new ways of communication and influencing, and to be honest, it is not an easy thing to do.

Keywords: Emotional Intelligence; Formal Authority; Presidential Commission; Manipulation Debate; Marshall Space (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59668-9_1

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DOI: 10.1057/9780230596689_1

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