Background Note | HBS Case Collection | August 1999 (Revised February 2000)

What It Really Means to Manage: Exercising Power and Influence

by Linda A. Hill

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;

Citation:

Hill, Linda A. "What It Really Means to Manage: Exercising Power and Influence." Harvard Business School Background Note 400-041, August 1999. (Revised February 2000.)