Unleashing the full capacity of your people

Leadership Behavior Can Stifle Productivity – Even Unintentionally

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.]

In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation.

In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes.

Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader’s experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training.

Here is how Gina et al. described “power” in a leadership context:

“Power refers to an individual’s relative ability to control others’ outcomes, experiences, or behaviors while leadership refers to the process of influencing others to pursue group goals…These definitions seem to imply…that increased leader power can be expected to increase leader effectiveness and, consequently, team performance.”

Unfortunately, as the authors point out (and we know from experience), there is no direct correlation between productivity and the amount of power the leader is given. High productivity depends on how that leader wields the power he or she is given.

“Leaders cannot simply appeal to their power to elicit performance,” concluded the authors. “Instead, performance must be cultivated by creating a team context that facilitates high levels of performance. Team performance is dependent upon a variety of factors that cannot be directly affected by a leader’s exercise of power.”

Here is where we see an echo of Professor George’s commentary, that we noted in our last post:

“The psychological experience of power leads powerholders … to be less adept at understanding the perspectives of others…and to rely more heavily on stereotyping” rather than taking the time to understand each person’s talents or input individually.

Gina, et al., wrote a research paper, so it can be heavy going working through the buzzwords, but the point remains: The power inherent in a leadership position can corrupt the individual’s ability to relate productively to those subordinate to them.

Now you might say “we know this. We have all sat in meetings with blowhards who don’t let you get a word in edgewise, or just like to hear themselves talk.”

What the authors found is that such behavior is not always deliberate. It can be an unconscious result of the personal confidence perceived power gives people, and often (very often in our experience) training to make the powerholder aware of their behavior, and how it stifles contribution, cures the malady almost overnight.

Managers who wish to be good leaders need to understand how their behavior is perceived by others. They need to understand how the power that is ascribed to their position by the organization can inhibit productive collaborations with peers and subordinates, unless they keep the power of their position from going to their head. If we take the time to educate leaders on the effect their behavior has on others, it is usually possible to get the leader to adapt a mindset of acting more collegially and inclusively without losing personal confidence. This simple change can foster more active information sharing throughout the team, and lead to better decisions and productivity. This will reflect well on the leader, and validate the new mindset on an ongoing basis!

 

Tags: , , , , ,

Related posts

Bovo-Tighe Wishes You the Best of All Possible New Years!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Fix Employee Disengagement in 2017

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Leadership Habit Changes You Need for 2017

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Power of the Compliment as an Engagement Tool

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

On Memorial Day – Remembrance and Acknowledgement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Help Employees Build a Productive Culture

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

In Leadership Development, Results Should Trump Methodology

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Situational Leadership Skills? Such Agility is a Natural Result of Good Training

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Role of Well-Being in Sustaining Workplace Performance

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Brooke Bovo Featured Speaker at TTISI Winter Conference

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Kick-Start for 2016 – Engage!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

10 Lists to Muse About When Starting the New Year

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Raise Productivity in 2016 Using Team-Based Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Team Leaders Use the Power of Truth to Align Motivation With Mission

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Happy Thanksgiving from All of Us at Bovo-Tighe

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Smart Way to Ask Stupid Questions

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Manager as Teacher

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement is Not Fun!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Human Aspects of HUET Programs – OPITO Abu Dhabi

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Workplace Zombies that Drag Down Productivity – Beware!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Four Leadership Tips to Make November More Productive

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The ROI of Team Engagement – How to Measure?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Well Do You Grow Future Leaders?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Challenge Negative Mindsets When Pursuing New Ideas

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A Fresh Start on Performance Reviews: Alere Sets a Great Example

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Generation Xers are Today’s Leaders – Invest in Them

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Can Your Words Build or Break Trust With Co-Workers?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Lemonade of Employee Turnover

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement is a Two-Way Street

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

You Will Not Engage Every Employee – Nor Should You

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Make August Your Personal Rejuvenation Month

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Unbiased Opinion is a Myth. Discard It.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

When Motivating Employees, Do Words Get In the Way?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How to Sell Senior Executives on the Value of Talent Development

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Temporary Project Teams Need Scaffolding to Work Well

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

To Manage or To Lead – That is the Question

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Break Conversational Habits to Break Out of Ruts

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Schedule that “Thirdly Review”!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Make Spring Fever a Productive Force at Work

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Change Happens Inside Out – Driven By Middle Managers

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Quickly Does Your Culture Sub-Optimize New Talent?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Do You Fix a Jerk at Work?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

More Grist for the “Why Are Employees Not Engaged” Chat Mill

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Tips for Kicking Off 2015

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement Must Address Professional and Personal Performance Factors

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Happy Holidays from Bovo-Tighe!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

2014 is Done – Time to Kick-Start January

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Happy Thanksgiving from Bovo-Tighe

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Defend Human Development Investments Strategically

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Be Great to Work With

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leaders Must Still Manage. You Don’t Get Off That Hook!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

It Takes Time to Change Employee Habits – And Lots of Support.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Recognition – Easy to Say, Hard (it seems) to Do

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Misguided Advice from Monster about Aspiring to a Leadership Role

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Master the Art of Questioning (and Listening) to Better Raise Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Kick-Start Your Team’s Productivity Push for Autumn

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leaders Master the Art of Questioning to Raise Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Asking Silly Questions Makes You Smarter

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement is Personal, So Personalize Your Approach

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leaders: Spend More Time Leading People and Less Time Doing Stuff

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Take Steps to Run Better Meetings – Walk While You Talk

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement is Really Simple – But Does Take Energy and Focus

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Great Leaders See Themselves as Others See Them – And Engage Better

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Sayonara June! Hola July! Time for Mid-Year Resolutions.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Reset Your Leadership Mindset for the Next Six Months

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Great Leaders Make Life Better for Their Followers

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Defend No Process – Defend the Mission Against Old Processes

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How to Maintain Workplace Productivity During the Summer Vacation Season

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A More Productive Mindset for Work in Six Steps

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Honor the Last Full Measure of Devotion on Memorial Day

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

As a leader, you will get angry – How you handle that anger is critical to team productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Middle Managers Can All Lead – If You Show Them How

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Never Assume: Pursuit of Truth Makes Decision-Making Better

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Last Mile of Employee Engagement is the Hardest to Travel

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

We Love the Energizing Month of May

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Transformational Leadership Skill Spring Shape-Up

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Toyota Agrees: Machines Don’t Innovate – People Do.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Development Gaps Expose a Lack of Strategic Commitment

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

“Overnight” Organizational Change Takes Great Long-Term Leadership

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Does Your Online Presence Promote You?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leaders Don’t Pick Winners: Develop All of Your Team Members

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

May the Wind be at Your Back this St. Patrick’s Day

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Lessons for the Ides of March

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Our Foundations of Excellence Refresher

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Great Conversations Build Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

i4cp Research Isolates Six Key Employee Engagement Factors

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Tap Untapped Talent You Have Already Hired

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Each Great Leader is Unique, But They All Engage

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Annual Performance Reviews Should be the Icing not the Cake

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Resources We Rely On for New Ideas about Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Machines Don’t Innovate: People Do.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Hide From Your Manager to Get More Done!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Quotes to Get Your Mind Set for February

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Development Does Not Have to Cost an Arm and a Leg

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Why Does Leadership Development Fail to Create Great Leaders?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

New Year Resolution: Make a Habit of Your Productive Mindset

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Lessons from Scrooge and the Grinch

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Merry Christmas from Bovo-Tighe

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A Culture of Agility Requires a Commitment to the Pursuit of Truth

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Lean Manufacturing Demands Fully Engaged Employees

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Happy Thanksgiving from Bovo-Tighe

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Rob Markey of Bain and Co.: Employee Engagement Rocks!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Flexible Job Schedules Can Win Employee Loyalty

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement a Strategic HR Imperative for 2014

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Maintaining Work-Life Balance During the Holidays

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Paradox of Employee Engagement: It Works Yet Few Companies Try

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Remember Veterans on Veterans Day with a Heartfelt Thank You

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Defuse the Gunpowder Barrel with Sustained Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Happy Halloween from Bovo-Tighe!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Pessimists Keep Optimists in the Black

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Gallup Employee Engagement Results Not Budging

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Stop Being Nice at Work? Not So Fast!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Three Leadership Tasks That Unleash Team Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

What Prevents Teamwork From Adding Value?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Can You Make a Vacation From Work Truly Stress-Free?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Have Employees Track Their Own Successes to Raise Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A Quick Cost/Benefit Analysis of Employee Training and Development

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Participates in 2013 CLO Forum

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Labor Day in the U.S.: A Connection to Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Great Employee Engagement Starts by Asking a Lot of Questions

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Inspiration for a Hot Day in August

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement Remains Elusive: You Are the Problem and the Solution

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

More Thoughts on the Great Value of Middle Management Leadership Training

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Working from Home Does Raise Employee Engagement, if Done the Right Way

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Define leadership more broadly. Anyone can lead, at any level.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Engaged Employees Accumulate Business Acumen

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Presents Dole Case Study at HR Star Conference

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Build a Corporate Culture that Embraces Change

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Happy Independence Day

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

CEOs Must Foster Culture Based on People – Not Process

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Gallup Confirms the American Worker Remains Unengaged

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Is it possible to be overworked and underutilized?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Create Great Leaders in Your Organization

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Retain Talent by Fostering Professional and Personal Growth

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Starts with Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Take the Time to Say Thank You to Those Who Died Defending Us

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

When Should You Micromanage Employees?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership in Public Management

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Time to Rehire Yourself?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Of Lollipops and Leadership

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Why We Love May at Bovo-Tighe

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Are Millennials Really Different About Job-Hopping?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe and Harvard Business School Are On the Same Page

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Lessons on Leadership from Britain’s Royal Navy

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Raise the Meaning Quotient for Employees to Raise Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employees Can Only Manage Their Time if the Organization Lets Them

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Goal Alignment Takes Work and Communication that Counts

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Our Philosophy about the Pursuit of Truth Includes Your Health

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Three Key Drivers of Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

March Madness is a Leadership Moment

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

May the road rise to meet you on this St. Patrick’s Day.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership Tales from Top People – Courtesy of LinkedIn

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Marissa Mayer Should Focus on Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Accelerative Learning Article Now Posted on eZineArticles.com

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Drop Your Information Filters to Boost Engagement with Fellow Employees

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

More Thoughts on How to Engage Employees

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Quotes that make you think – Are you open to the truths you need to hear?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Passion at Work: Nurturing it Starts the First Day of Employment

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Summer Thoughts on the Pursuit of Truth

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Stop Hating Meetings: Fix Them Yourself!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

101 Steps Towards Better Leadership

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Transformational vs. Transactional Leadership: A Worthy Distinction

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Cure for Bad Meetings: Pay Attention and Contribute!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Caring for Your Employees Unlocks Great Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership: Its Trappings Lead Good People Astray

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Information Underload: Bad for Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Zen and the Pursuit of Truth at Work

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Client News: Shell Sets Record for Deepest Oil and Gas Well

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Kingsford Charcoal Taught DuPont a Thing or Two About Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Client Newsletter – November 2011

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Dumb Things Bosses Do

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Dumb Things Bosses Do

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Client Newsletter October 2011

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Steve Jobs: A Born Visionary Who Learned to be a Leader

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Power Breeds Overconfidence in Leaders

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Do You Know All the Facets of Employee Engagement?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Coaching for Senior Executives Must Come Up From Subordinates

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe’s September Client Newsletter – 2011

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Client Newsletter – Summer 2011

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Presenting at the National Property Management Association Annual Education Seminar

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe connects with the HR community at the HR Star Conference

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Book Review: How to be Happy, Dammit!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Client Newsletter June 2011

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

One-Foot-Out-the-Door Disease is Bad for Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How best to make leadership training truly work? Never stop!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leadership: It all starts with you

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe Newsletter May 2011

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe at the Offshore Technology Conference

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Irrational Decision-Making: Embrace the Human Factor!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Performance Management Needs to Recover its Mojo

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe’s March 2011 Client Newsletter

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The Bombardier Case Study: Successful Commitment to Employee Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Talent Management: All agree we need it. Few act on it.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Talent Management: A Strategic Imperative with little actual support

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Influence Competence: Effective Employee Engagement Skills Under a New Name

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Talent Management: How It Helps With Crisis Management

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement: Have you thought about ice cream?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Tasked with Corporate Training? Seek Outside Help

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe explores Kazakh Psychologies of Achievement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Corporate Cultures: Bottom-up change is best.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Are people truly your company’s best asset? Can you prove it?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Compensation Plans vs Employee Emotion

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Pay-For-Performance versus Full Engagement

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

On Leadership: Would you work for yourself?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Employee Engagement is simply the Foundation for Excellence

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Why doesn’t employee training work better?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Change Management: The entire organization needs to participate

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Fostering Innovation: HR Must Lead the Way

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

About that left brain-right brain split: It doesn’t happen.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

With Leadership Development: Are We Smarter that Fifth-Graders?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe’s January 2011 Client Newsletter

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Bovo-Tighe December Newsletter

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Change employee behavior by changing their bad habits.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Be the first on your block to re-engage your employees.

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

What successful transformations share

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The psychology of change management

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

“engagement” and “fun”

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

No One Was Ever Motivated by a Meeting

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

No One Ever Improved by Having Their “Performance Reviewed Annually”

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Meetings That Rock!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Failed IT Investments – Consider People Aspects Before Purchase!

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Workers Are Lazy Ingrates, Say Evil Bosses

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

The irrational side of change management

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Corporate Mission Statements die on Plaques

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Inhibit Intellectual Growth and Innovation in Your Company

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

How to incorrectly use ‘Management By Objectives’

[To start 2012, we have been sharing our impressions of some of the best of articles we found online throughout 2011. Here is another installment.] In this post we share another article that we found useful for our own skill-sharpening exercises in 2011. Earlier we shared an article that examined how power may lead leaders astray, even unintentionally. Today, we tackle the same topic from a different angle: How the unwitting expression of power through behavior can negatively impact team productivity and innovation. In a nicely titled paper, “When Power Makes Others Speechless,” Francesco Gina, and her colleagues Leigh Plunkett Tost of the University of Washington and Richard P. Larrick of Duke University explore how a strong personality in a position of power can overwhelm subordinates and keep them from making productive contributions to decision-making processes. Here is what caught our eye in the executive summary and made us read further:

“History has shown that possessing a great deal of power does not necessarily make someone a good leader. This paper explores the idea that power actually has a detrimental effect on leadership, especially with regard to how it affects open communication within a team.

“…we argue that a leader's experience of heightened power produces verbal dominance, which reduces perceptions of leader openness and team open communication. Consequently, there is a negative effect of leader power on team performance.”

This tendency of power to blind a leader to the value of other contributors is not new. It is one reason we at Bovo-Tighe are constantly being brought in to run communication style workshops and leadership training. Here is how Gina et al. described “power” in a leadership context:

Leave a Comment

Leave a Reply

Your email address will not be published.




Top