000			01371pab a2200181 454500
008			180718b2014 xxu||||| |||| 00| 0 eng d
100			_aMagee, Joe C.
245			_aStatus and power: The principal inputs to influence for public manager
260			_c2014
300			_ap.307-317.
362			_aMay-Jun
520			_aThe authors identify status and power as the principal bases of influence for public manager and describe how managers can use this conceptual distinction to increase their influence. Status is defined as the degree to which one is respected by one's collegues, and power is defined as asymmetric control over valued resources. Different social and r4elational process govern (1) how people determine who is, and who ought to be, high status versus powerful and (2) how status and power affect individual psychology and behavior. To illustrate key points, the authors provide example of individuals from the public sector and public service organizations. The framework of interpersonaal influence given practitioners behavioral strategies for increasing their status and power as well as a way to assess and diagnose interpersonal dimensions of their own performance in their jobs and careers. - Reproduced.
650			_aManagers
700			_aFrasier, Clifford W.
773			_aPublic Administration Review
908			_aN
909			_a104467
999			_c104463 _d104463