|
|
|
|
|
|
|
|
1. |
Record Nr. |
UNINA9910828610103321 |
|
|
Autore |
Scharlatt Harold |
|
|
Titolo |
L'influence : susciter l'engagement obtenir des résultats / / Harold Scharlatt et Roland Smith |
|
|
|
|
|
|
|
Pubbl/distr/stampa |
|
|
Greensboro, N.C., : Center for Creative Leadership, 2013 |
|
|
|
|
|
|
|
ISBN |
|
|
|
|
|
|
Edizione |
[2ème éd.] |
|
|
|
|
|
Descrizione fisica |
|
1 online resource (35 p.) |
|
|
|
|
|
|
Collana |
|
Guides "Transformer les idées en action" |
|
|
|
|
|
|
Altri autori (Persone) |
|
|
|
|
|
|
Soggetti |
|
Influence (Psychology) |
Negotiation in business |
Leadership |
|
|
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Note generali |
|
"Originally published in English as Influence: Gaining Commitment, Getting Results, Second Edition. Copyright 2011"--T.p. verso. |
|
|
|
|
|
|
|
|
Nota di bibliografia |
|
Includes bibliographical references. |
|
|
|
|
|
|
Nota di contenuto |
|
L'influence : Susciter l'engagement, obtenir des résultats (Deuxième édition); Série De Guides « Transformer Les Idées En Action »; Table des matières; Sommaire Exécutif; Pourquoi influencer les autres ?; Qui influencez-vous ?; Les tactiques d'influence; Quelles tactiques d'influence employez-vous ?; Le choix des tactiques d'influence dépend de la situation; Conclusion; Ouvrages suggérés; Contexte; Résumé des points clés |
|
|
|
|
|
|
|
|
Sommario/riassunto |
|
Influence is an essential component of leadership. Your position in an organization and the power it gives you aren't always enough to motivate people to do what you ask. You may negotiate with or persuade people to make short-term behavioral change, but to create sustained change, you will need to influence them, which includes negotiation, persuasion, and other methods. Developing your skill at using different influence tactics can help you achieve results when you use those tactics to get support from direct reports, peers, bosses, and even clients and vendors. |
|
|
|
|
|
|
|