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Background Note
| HBS Case Collection
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2000
(Revised from original 1999 version)
What It Really Means to Manage: Exercising Power and Influence
by
Linda A. Hill
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Abstract
Describes the realities versus the myths of what it means to be a manager. In particular, it focuses on the limitations of formal authority as a source of power and identifies other sources of power that effective managers rely upon. Also outlines a framework of exercising influence (law of reciprocity) and building networks of mutually beneficial alliances with direct reports, bosses, and peers.
Keywords: Framework;
Management Teams;
Alliances;
Power and Influence;