Index

abdication of power, 42–47

abuse of power, 5–7, 71, 74–76, 91–100

accommodation, 45

agency, 55–56

agreeableness, 75

Antioco, John, 114–116, 118–119

appreciation, expression of, 14–16

Asch, Solomon, 116–117

audit, of power, 33–35

authenticity, 51–52

authority

change management and, 111–120

obedience to, 95–96

autonomy, 52–54, 56

behavioral dimension, of power style, 23–24

behaviors

collective, 117–118

destructive, 39–47

impulsive, 94

unethical, 3–7, 94

Berlusconi, Silvio, 6

Blockbuster, 114, 115

breathing exercises, 8

Bregman, Peter, 59–68

Cable, Dan, 133–145

Campbell Soup Company, 15–16

Carucci, Ron, 39–47

change

forcing, 118–119

leadership for, 111–120

change management, 113–114, 118–119

Charmer (power style), 26

childhood experiences, influence of, 21–25

Chugh, Dolly, 101–110

coercive power structures, 98

collaboration, 32

collective behavior, 117–118

Commander (power style), 26–27

Conant, Douglas, 15–16

concern, signaling, 13

conformity, 116–117

confrontations, 86–88

continuous improvement initiatives, 53

control, 45, 55–56, 119, 136

“cookie monster” study, 4

corruption. See power, corrupting influence of

Craddock, Maggie, 19–28

credit, sharing with others, 16–17

cross-functional teams, 32, 36

death, 128–130

decision making

long-term perspective on, 124–130

over-inclusion in, 44

paralysis and, 43–44

struggles with, 42–44

decision paralysis, 43–44

diffusion of innovations model, 118

diversity, 97–98, 105–106

Docter, Pete (film director), 17

egalitarianism, 42

emotional conditioning, 21–25

emotional contagion, 59–68

emotions

as contagious, 59–68

recognizing and labeling, 7–8

empathy

deficits, 94

practicing, 11, 13–14

employees

bringing out best in, 133–145

empowerment of, 49–56

LGBTQ, 101–110

respecting ideas of, 138–141

sharing limelight with, 16–17

tolerating poor performance by, 45–46

empowerment, 45, 49–56

Enron, 5

ethnic minorities, 97

everyday privilege, 101–110

Facebook, 14, 17

facial expressions, 11

family systems, influence of, 21–25

fear, 23, 44, 135–136

female leaders, 97

Foulk, Trevor A., 69–79

generosity, acts of, 12, 16–17

graciousness, practicing, 10–17

gratitude, expression of, 11–12, 14–16

harassment, online, 106–107

hate crimes, 97

Helmsley, Leona, 6

heterosexism, 103–104

high-dependence relationships, 35

Hollywood, 97, 98

humble leadership, 133–145

humility, 137–138

impulsive behavior, 94

influence

level of, 29–38

loss of, 39–47

ordinary privilege and, 106–107

power of, 115–116

informal power

assessment of, 29–38

value of, 31–32

innovation, 118, 141–144

Inspirer (power style), 27

intergenerational decisions, 123–130

job descriptions, 36

Keltner, Dacher, 1–18, 91–100

kindness, 66–67

Kislik, Liz, 81–90

Kozlowski, Dennis, 6

Lanaj, Klodiana, 69–79

leaders

agreeableness in, 75

female, 97

legacy building by, 121–131

loss of power by, 39–47

misbehavior by, 4–7, 91–100

negative effects of power on, 69–79

servant, 137–144

leadership

versus authority, 114

for change, 111–120

humble, 133–145

top-down, 136

learned helplessness, 55–56

legacy building, 121–131

LGBTQ employees, 103–104

limelight, sharing, 16–17

listening skills, 13

long-term perspective, 124–125, 127–130

manipulators, 81–90

meaning, finding, 129

Milgram, Stanley, 95–96

mindfulness, 8, 56

Monarth, Harrison, 49–57

mood, 59–68

mortality, 128–130

negative moods, 59–68

network, professional, 33–37

Nobel, Alfred, 128–130

Nobel Prize, 129

obedience to authority, 95–96

online harassment, 106–107

ordinary privilege, 101–110

over-inclusion, 44

paralysis, in decision making, 43–44

Pixar, 17

Pleaser (power style), 25–26

poor performance, toleration of, 45–46

positive moods, 59–68

power

abdication of, 42–47

abuse of, 5–7, 71, 74–76, 91–100

audit of, 33–35

authority and, 111–120

coercive, 98

corrupting influence of, 1–18, 71, 73–75, 94–95, 135–136

daily fluctuations in, 72–73

feelings of, 51–52, 55–56

of influence, 115–116

informal, 29–38

loss of, 39–47

manipulators, 81–90

negative effects of, 69–79

psychological, 74–75

responsibility and, 127–128

social psychology of, 93–98

power audit, 33–35

power hangover, 76–77

powerlessness, 42–43, 55

power paradox, 3–7, 18

power styles, 19–28

predecessors, actions of, 124–125

privilege, use of everyday, 101–110

professional network, 33–37

psychological power, 74–75

racial bias, 105

reflection, need for, 7–10

relationships

development of, 35–36

high-dependence, 35

transactional, 34–35

responsibility, 127–128

Satell, Greg, 111–120

self-awareness, 7–10

self-interest, 126, 127

Semmelweis, Ignaz, 114–116, 118–119

servant leaders, 137–144

sexual misconduct, 94–99

sexual orientation, 103–104

Sinek, Simon, 10

Skilling, Jeffrey, 5

social associations, 37

social myths, 98

stakeholders, 36–37

Standard Chartered, 142–144

Sytch, Maxim, 29–38

teams

cross-functional, 32, 36

feelings of power in, 51–56

thank-yous, 14, 15–16

threshold model of collective behavior, 117–118

top-down leadership, 136

transactional relationships, 34–35

Tyco, 6

unethical behavior, 3–7, 94

Wade-Benzoni, Kimberly, 121–131

Weinstein, Harvey, 93, 94, 96, 99

well-being, 51–52, 75, 76, 77

white privilege, 105–107

women leaders, 97

workplace diversity, 97–98, 105–106