Some power may be held structurally, within the hierarchy, given to you by the Organisation you work for, and arranged into rules, systems, process, and mechanisms of consequence and control. Other types of power are unwritten, held within our reputation in the community, or through the influence, or coercion, that comes from seniority or expertise, stories, or beliefs.
Power is complex: it is not a one- dimensional force, but a multidimensional one. Sometimes the different forms of power that we hold in these different dimensions can operate against one another, while at other times they can
be mutually exclusive. For example, you may fail to be authentic in your own beliefs and concurrently obedient within a formal system.
Whatever type of power we are discussing, whatever form of leadership we think we need, three things are always true.
- Firstly, all power has limits. We may not realise it, we may never probe it, but power always has an edge. Understanding the limits of our power may be more important than understanding the substance of it.
- Secondly, all power can be opposed. However powerful we feel, and however all-encompassing the extent of our control feels, power can always be opposed. That is, at least by those willing to pay the price.
- Thirdly, and finally, all power has a cost, both to ourselves, and to others. Nothing is free: it may demand our consensus or obedience, our freedom or virtue, our followership or sacrifice.
Les informations fournies dans la section « Synopsis » peuvent faire référence à une autre édition de ce titre.
Julian Stodd is a researcher, artist, and author based in the UK. His work explores the context of the Social Age, a time of radical connectivity and social transformation, and considers what this means for leadership, learning, culture and organisational change.He has 15 books to his name, including key research based pieces like 'The Trust Guidebook', and 'The Community Builder Guidebook', as well as broader texts like 'The Social Leadership Handbook', and 'The Socially Dynamic Organisation - a new model of Organisational Design', and has contributed key chapters to publications like the US Government published 'Modernising Learning' collection, as well as over 2,000 blog posts and articles.
Les informations fournies dans la section « A propos du livre » peuvent faire référence à une autre édition de ce titre.
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