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…women often turn to questions rather than statements because they are avoiding conflict, visibility, and claiming power.
|
187 |
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As we champion others, we find our way to mutually empowering relationships.
|
233 |
 |
…research in myriad areas suggests that mental meandering and personal experimentation are sources of power, and head starts are overrated.
|
291 |
 |
A company, like any social system, abhors a power vacuum, and companies are not exception…
|
006 |
 |
…very flat hierarchies with a high degree of employee empowerment can work – but only under special circumstances.
|
109 |
 |
…with fewer middle managers to serve as buffers between bosses and employees, bosses become more powerful.
|
127 |
 |
Not only is concentrated managerial power here to stay, but management authority has become even more essential than it was in earlier eras.
|
132 |
 |
Indeed, the traditional hierarchically organized company has remarking staying power.
|
144 |
 |
…analysis implies that companies should empower middle managers to design and implement innovation programs and processes, while encouraging top managers to adopt a hands-off approach.
|
227 |
 |
Most workers don’t want or need a manager telling them what to do and when to do it. But managers have to design the system in which empowered, autonomous, educated knowledge workers can flourish.
|
245 |
