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Types Of Power Quiz: Do You Use Referent Power, Reward Power, Coercive Power, Legitimate Power, Expert Power or Information Power?

Ambitious employees and aspiring leaders often ask “what are the various types of power?" and "how do I get more power?" Beginning in the late 1950s, psychologists John R. P. French and Bertram Raven famously identified 6 types of power: Referent Power, Reward Power, Coercive Power, Legitimate Power, Expert Power, and Information Power. Before we explore each type (and their pros and cons), take the quiz to see which types of power you tend to use most frequently!

Posted by Mark Murphy on 02 March, 2020 about, no_cat, Quizzes, sb_ad_6 | 0 comments | Read more →

Performance Appraisal: New Data Reveals Why Employees And Managers Dislike Them

In a landmark Leadership IQ study, we surveyed 48,012 employees, managers and CEOs across 126 organizations to find out what they thought of their annual performance appraisal process (aka performance review, or annual performance ratings, etc.). Here are the results...
Posted by Mark Murphy on 16 December, 2019 about, no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6, sb_ad_8 | 0 comments | Read more →

Autocratic Leadership: New Data Reveals Who Likes It

Even hearing the words ‘autocratic leadership’ sends shivers down many employees’ spines. But a new study reveals that, while autocratic leadership is often disparaged, certain personality types do respond well to this style of leadership.
Posted by Mark Murphy on 23 November, 2019 about, Leadership Styles, no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6 | 0 comments | Read more →

Resistance To Change In Organizations Comes From These 5 Factors (New Data)

Every organization and leader experiences resistance to change. But as frustrating as it may be, it can be overcome IF you understand the 5 major factors that drive resistance to change.  Based on Leadership IQ studies of more than 60,000 employees, this report will show you the underlying causes of resistance to change, and how your change management efforts can overcome them.

Posted by Mark Murphy on 15 October, 2019 about, Change Management, no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6 | 0 comments | Read more →

Video: Say These 7 Words When Employees Come To You With Problems

How should you respond when an employee brings you a problem? It sounds like a simple question, but most leaders are responding all wrong. However, if you respond the right way (with these simple 7 words) the research shows that your employees will be 12 times more likely to love their jobs!

 

Posted by Mark Murphy on 05 October, 2019 no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6, Video | 0 comments | Read more →

Video: The Dunning-Kruger Effect Shows Why Some People Think They're Great Even When Their Work Is Terrible

 

Posted by Mark Murphy on 19 August, 2019 about, no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6, Video | 0 comments | Read more →

Video: Three Reasons Why High Performers Are Often Miserable

 

Posted by Mark Murphy on 19 August, 2019 about, no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6, Video | 0 comments | Read more →

Video: The Carbon Dioxide In Meetings Is Literally Making Us Dumber

 

Posted by Mark Murphy on 17 August, 2019 about, no_cat, no_recent, sb_ad_21, sb_ad_22, sb_ad_6, Video | 0 comments | Read more →

Constructive Criticism Quiz: What's Your Style Of Delivering Constructive Criticism?

How you deliver constructive criticism will have a huge impact on whether your employees will (or won't) actually make changes and improve their performance.  But do you know what kind of feedback you actually deliver? And how that gets received?The way that you deliver your feedback plays a role in whether your people are actually receiving it. Take this constructive criticism assessment to learn more.
Posted by Mark Murphy on 24 March, 2019 about, no_cat, no_recent, Quizzes, sb_ad_21, sb_ad_22, sb_ad_6 | 0 comments | Read more →

Video: Here's How You Can Avoid Difficult Conversations (And Still Be A Great Manager)

It's become a truism that leaders must have difficult conversations. But that's very bad advice.  I've found, for example, that many of the best leaders actually AVOID difficult conversations because they've mastered a technique for using "pre-commitments" that preempt difficult conversations before they ever become necessary!

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