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The Empowered Manager: Positive Political Skills at Work; Contents; Prologue: To Read or Not to Read; The View from the Bridge; The View from the Boiler Room; Sorry, Wrong Number; What to Expect; What Next; Introduction: Why Empowerment Now and Again; One: Managers in the Middle; Part One: Politics in the Workplace-Rekindling the Entrepreneurial Spirit; Two: Personal Choices That Shape the Work Environment; The Road Most Traveled; Now You See It, Now You Don't; Choosing an Entrepreneurial Path; Maintenance Versus Possibility; Caution Versus Courage.
Dependency Versus Autonomy Leading to InterdependenceWhen to Play It Safe; Three: A Culture of Empowerment; The Bureaucratic Cycle; The Entrepreneurial Cycle; The Patriarchal Contract; Submission to Authority; Denial of Self-Expression; Sacrifice for Unnamed Future Rewards; Belief That the First Three Elements Are Just; Myopic Self-Interest: The Myth That Advancement and Self-Esteem Are Related; Life At the Top; Seeking Approval; Hard Cash; The Wish to Be Safe; Control At All Costs; Manipulative Tactics; Saying What We Don't Mean; God Is My Ally; Understating the Downside.
Communication DevicesPadding; Language That Masks Reality; The Price and the Point; Four: The Empowerment Choice; The Entrepreneurial Contract; Be Our Own Authority; Encourage Self-Expression; Make Commitments; Act on Our Interdependence; Believe That These Elements Are Just; Enlightened Self-Interest; Meaning; Contribution and Service; Integrity; Positive Impact on Others' Lives; Mastery; The Payoff; Authentic Tactics; Say No When We Mean No; Share As Much Information As Possible; Use Language That Describes Reality; Avoid Repositioning for the Sake of Acceptance.
Part Two: Positive Political Skills at WorkFive: Creating a Vision of Greatness; Claiming Our Autonomy by Creating a Vision; What Is a Vision and Why Is It Important?; What If We Don't Have a Vision?; The Difference between a Vision and a Mission Statement; Creating the Vision; Examples of the Choice for Greatness; Communicating Our Vision; Belief; Poetic Language; Metaphors; Specific Picture of the Future; Coaching Others in Creating Their Vision; Visions of Empowerment; Six: Negotiating with Allies and Adversaries; The Critical Skills: Negotiating Agreement and Negotiating Trust.
Allies: High Agreement/High TrustOpponents: High Trust/Low Agreement; Bedfellows: High Agreement/Low Trust; Fence Sitters: Low Trust/Unknown Agreement; Adversaries: Low Agreement/Low Trust; Boss As Adversary; Subordinate As Adversary; Seven: Balancing Autonomy and Interdependence; Political Scripts; Profiles in Dependency; The Right Use of Scripts; Interdependence; Naming the Game; Confirmation; Contact; Temporary Protection; Learning; Autonomy and Interdependence; Finding Peace with the Boss; Boss As Banker; Boss As Board Member; Eight: Facing Organizational Realities.
Revised edition of the author's The empowered manager, 1987.
Includes bibliographical references and index.