Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 31 pages
Share a link:
https://casecent.re/p/148992
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
In this chapter, Joseph S. Nye, Jr., former dean of Harvard's Kennedy School, considers from a political science perspective the relationship between power and leadership, which he sees as inextricably intertwined. He characterizes power as having both a hard form (coercive) and a soft form (attractive), with each being exercised to some degree by nearly every leader. An effective leader will combine both forms, resulting in what Nye terms 'smart power.' The right proportions will vary, as will the amounts of hard and soft power available, based on a leader's context. Leaders, followers, and the contexts in which they interact are three key components of the social and power dynamics that define a leadership role. This chapter was originally published as Chapter 12 of 'Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.' This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 26 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 44 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 13 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 26 pages
Published by:
Harvard Business Publishing
Length: 19 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 29 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 17 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 37 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Version: 26 January 2010
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 34 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 45 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 44 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 33 pages
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 32 pages
About
Abstract
In this chapter, Joseph S. Nye, Jr., former dean of Harvard's Kennedy School, considers from a political science perspective the relationship between power and leadership, which he sees as inextricably intertwined. He characterizes power as having both a hard form (coercive) and a soft form (attractive), with each being exercised to some degree by nearly every leader. An effective leader will combine both forms, resulting in what Nye terms 'smart power.' The right proportions will vary, as will the amounts of hard and soft power available, based on a leader's context. Leaders, followers, and the contexts in which they interact are three key components of the social and power dynamics that define a leadership role. This chapter was originally published as Chapter 12 of 'Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.' This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.
Related
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 26 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 44 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 13 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 26 pages
Published by:
Harvard Business Publishing
Length: 19 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 29 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 17 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 37 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Version: 26 January 2010
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 34 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 45 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 44 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 33 pages
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by:
Harvard Business Publishing
Length: 32 pages