Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the “myths and realities” of management that the new managers discover – specifically, that managers of a complex network of relationships, to do work, and that they affect dependent other mutually citing sources of power as their formal positional authority. Describes influence as an exchange within these networks of mutually beneficial relationships. Also discussed … Read more »

Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the “myths and realities” of management that the new managers discover – specifically, that managers of a complex network of relationships, to do work, and that they affect dependent other mutually citing sources of power as their formal positional authority. Describes influence as an exchange within these networks of mutually beneficial relationships. Also discussed tactics to prevent the abuse of power and influence.
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Linda A. Hill
13 pages.
Release date: 07 February, 1994. Prod #: 494080-PDF-ENG
Influence HBR case solution

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