Janet O. Hagberg has written a dynamic book about power — real, personal power —for forward-looking people in organizations who want to harness their own power for the common good. “I wrote this book,” says Hagberg, “to transform the way we think about power and leadership. It takes people on a journey beyond achievement and success to a stance in which power comes from their inner core and they lead from their souls.” There is no doubt that the world is ready for a renaissance in leadership. In this fourth edition, Janet Hagberg addresses what Real Power looked like during two of the most horrific experiences of this century; the worldwide COVID-19 pandemic and George Floyd’s heinous murder. She outlines which behaviors depict each power stage during and after those experiences and invites readers to see themselves in honest reflections, by how they reacted and what evolved in their own lives. Then she tops it all off with a simple yet profound idea we can all use to make positive change for the greater good, in large or in very small ways. She calls it “wiggling the web.”

It is October 1592. Christopher Marlowe, the most accomplished playwright in London, has written The Massacre at Paris for his company, the Lord Admiral's Men. Bubonic plague has hit outlying parishes, forcing theaters to close and postponing the season. Ordinarily, the Rose Theatre would debut Marlowe's work, but its subject—the St. Bartholomew Day's Massacre—is unpleasant and might inflame hostilities against Catholics and their sympathizers, such as merchants on whom trade depends. A new company, the Lord Strange's Men, boasts a young writer, William Shakespeare, who is said to have several barnburners in the queue. A competition is called to decide which company will reopen the theaters. Who will most effectively represent the nation's ideals and energies, its humor and grandeur? One troupe will gain supremacy, primarily for literary but also for cultural, religious, and political reasons. Free supplementary materials for this textbook are available at the Reacting to the Past website. Visit https://reacting.barnard.edu/instructor-resources, click on the RTTP Game Library link, and create a free account to download what is available.

Janet O. Hagberg has written a dynamic book about power -real, personal power- for forward-looking people and organizations who want to harness their own power for the common good. "I wrote this book," says Hagberg, "to transform the way we think about power and leadership. It takes people on a journey beyond achievement and sucess to a stance in which power comes from their inner core and they lead from their souls." There is no doubt that the world is ready for a new model of leadership. In this third edition, Janet Hagberg addresses much that she has learned from her readers. The result is a deepening of the descriptions of each stage, a new way to think about the dark side of each stage, new stories of each stage derived from her readers, a connection to the spirituality expressed at each stage, as well a description of "The Wall" between Stages Four and Five. Throughout the book, the author adds more of her personal story to illustrate her experiences and observations of each of the stages of power.

Introducing Cathleen Fanslow's ""Hope System,"" which incorporates the four stages of hope (hope for cure, for treatment, for prolongation of life, and for peaceful death), this book shows both the living and the dying how to use the power of hope to cope with the inevitable. This powerful and simple system enables families, friends, and professional caregivers to understand and assist the dying on their journey--regardless of their beliefs--by addressing all levels of the experience: physical, emotional, psychological, and spiritual. Concentrating on solutions for the day-to-day emotional needs of the dying, this practical guide also features examples and stories from families that have experienced loss, as well as helpful passages that provide hope throughout the ordeal.

This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark, a social scientist and an organizational consultant, provides a framework to move people through successive stages of psychological safety. The first stage is member safety-the team accepts you and grants you shared identity. Learner safety, the second stage, indicates that you feel safe to ask questions, experiment, and even make mistakes. Next is the third stage of contributor safety, where you feel comfortable participating as an active and full-fledged member of the team. Finally, the fourth stage of challenger safety allows you to take on the status quo without repercussion, reprisal, or the risk of tarnishing your personal standing and reputation. This is a blueprint for how any leader can build positive, supportive, and encouraging cultures in any setting.

Use this helpful book to learn about the leadership tools to fuel success, grow your team, and become the visionary you were meant to be. True leadership isn't a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves. To become more than "the boss" people follow only because they are required to, you have to master the ability to invest in people and inspire them. To grow further in your role, you must achieve results and build a team that produces. You need to help people to develop their skills to become leaders in their own right. And if you have the skill and dedication, you can reach the pinnacle of leadership—where experience will allow you to extend your influence beyond your immediate reach and time for the benefit of others. The 5 Levels of Leadership are: 1. Position—People follow because they have to. 2. Permission—People follow because they want to. 3. Production—People follow because of what you have done for the organization. 4. People Development—People follow because of what you have done for them personally. 5. Pinnacle—People follow because of who you are and what you represent. Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell describes each of these stages of leadership. He shows you how to master each level and rise up to the next to become a more influential, respected, and successful leader.

Beyond Joseph Campbell and the much ballyhooed hero's journey, Michael Chase Walker takes the aspiring screenwriter into the rarely discusses alternative structures of outlaw stories, inverted myths and Messiah tales.

In today's complex work world, things no longer get done simply because someone issues an order and someone else follows it.Most of us work in socially intricate organizations where we need the help not only of subordinates but of colleagues, superiors, and outsiders to accomplish our goals. This often leaves us in a "power gap" because we must depend on people over whom we have little or no explicit control.This is a book about how to bridge that gap: how to exercise the power and influence you need to get things done through others when your responsibilities exceed your formal authority.Full of original ideas and expert insights about how organizations—and the people in them—function,Power and Influencegoes further, demonstrating that lower-level personnel also need strong leadership skills and interpersonal know-how to perform well.Kotter shows how you can develop sufficient resources of "unofficial" power and influence to achieve goals, steer clear of conflicts, foster creative team behavior, and gain the cooperation and support you need from subordinates, coworkers, superiors—even people outside your department or organization.He also shows how you can avoid the twin traps of naivete and cynicism when dealing with power relationships, and how to use your power without abusing it.Power and Influenceis essential for top managers who need to overcome the infighting, foot-dragging, and politicking that can destroy both morale and profits; for middle managers who don't want their careers sidetracked by unproductive power struggles; for professionals hindered by bureaucratic obstacles and deadline delays; and for staff workers who have to "manage the boss."This is not a book for those who want to "grab" power for their own ends. But if you'd like to create smooth, responsive working relationships and increase your personal effectiveness on the job, Kotter can show you how—and make the dynamics of power work for you instead of against you.

Amoral, cunning, ruthless, and instructive, this multi-million-copy New York Times bestseller is the definitive manual for anyone interested in gaining, observing, or defending against ultimate control – from the author of The Laws of Human Nature. In the book that People magazine proclaimed “beguiling” and “fascinating,” Robert Greene and Joost Elffers have distilled three thousand years of the history of power into 48 essential laws by drawing from the philosophies of Machiavelli, Sun Tzu, and Carl Von Clausewitz and also from the lives of figures ranging from Henry Kissinger to P.T. Barnum. Some laws teach the need for prudence (“Law 1: Never Outshine the Master”), others teach the value of confidence (“Law 28: Enter Action with Boldness”), and many recommend absolute self-preservation (“Law 15: Crush Your Enemy Totally”). Every law, though, has one thing in common: an interest in total domination. In a bold and arresting two-color package, The 48 Laws of Power is ideal whether your aim is conquest, self-defense, or simply to understand the rules of the game.

It’s a fact of life: birds flock, fish school, people “tribe.” Malcolm Gladwell and other authors have written about how the fact that humans are genetically programmed to form “tribes” of 20-150 people has proven true throughout our species’ history. Every company in the word consists of an interconnected network of tribes (A tribe is defined as a group of between 20 and 150 people in which everyone knows everyone else, or at least knows of everyone else). In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright show corporate leaders how to first assess their company’s tribal culture and then raise their companies’ tribes to unprecedented heights of success. In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright discovered a common theme: the success of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. Tribal Leadership will show leaders how to employ their companies’ tribes to maximize productivity and profit: the author’s research, backed up with interviews ranging from Brian France (CEO of NASCAR) to “Dilbert” creator Scott Adams, shows that over three quarters of the organizations they’ve studied have tribal cultures that are adequate at best.