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Although opinion leadership has been the subject of numerous studies, in areas ranging from politics to fashion and in many societies and cultures, The Influentials represents the first systematic analysis of the concept. It offers a multidisciplinary presentation of the definitions, typologies, methods, and findings of opinion leadership, from its early formulation, through the emergence of the first empirical evidence, to the most recent research. Weimann examines opinion leadership and personal influence in a number of areas, including marketing, public opinion and elections, education, fashion, science, agriculture, and health care. He also examines the growing criticism of the model based on theoretical and empirical weaknesses of the original concept and evaluates for the first time modifications that have emerged, including a new measure (the PS Scale) and its testing and application. The final chapters for the first time link opinion leadership with the important theoretical and research tradition of agenda setting.
Did you know that the self-report scale used most often today to identify opinion leaders works only 50% of the time? Tossing a coin might be more accurate! Why is everyone trying to find opinion leaders using outdated methods that haven't changed since the 1940's? Why is it that you can't even identify the opinion leaders in your own company database? Although we know that opinion leaders are critical for creating free word-of-mouth advertising, have you ever wondered why no one has been able to do it successfully? All that is about to change! This book unravels the problems that have plagued opinion leadership since its inception. It provides answers and solutions for anyone who wants to include the power of opinion leadership influence in their marketing mix. This book provides a paradigm shift - a new way of looking at opinion leadership that brings the topic into the 21st century. The author introduces a new Personal Construct Theory of Opinion Leadership, that not only identifies who opinion leaders are, but goes one giant step further by predicting who they will be! The author's framework also debunks a number of myths about opinion leadership that everyone believes, but are clearly erroneous, particularly when it comes to differences among opinion leaders vs. non-leaders. The book also distinguishes opinion leaders from online influencers, and shows you how they differ and why they need to be considered separately. This alone can help you save time and avoid a lot of unnecessary headaches! Opinion Leadership is the one book you need if you wish to utilize opinion leaders in your market in order to influence other potential buyers. Scroll up and order your copy today!
Although opinion leadership has been the subject of numerous studies, in areas ranging from politics to fashion and in many societies and cultures, The Influentials represents the first systematic analysis of the concept. It offers a multidisciplinary presentation of the definitions, typologies, methods, and findings of opinion leadership, from its early formulation, through the emergence of the first empirical evidence, to the most recent research. Weimann examines opinion leadership and personal influence in a number of areas, including marketing, public opinion and elections, education, fashion, science, agriculture, and health care. He also examines the growing criticism of the model based on theoretical and empirical weaknesses of the original concept and evaluates for the first time modifications that have emerged, including a new measure (the PS Scale) and its testing and application. The final chapters for the first time link opinion leadership with the important theoretical and research tradition of agenda setting.
National Bestseller “Students talk about Stewart D. Friedman, a management professor at the Wharton School, with a mixture of earnest admiration, gratitude and rock star adoration.” —New York Times In this national bestseller, Stew Friedman gives you the tools you need to achieve “four-way wins”—improved performance in all domains of life: work, home, community, and self. Friedman, celebrated professor and founding director of the Wharton School’s Leadership Program and its Work/Life Integration Project, explains how three simple yet potent principles—be real, be whole, and be innovative—can help you, no matter what your age or what you do for work, become a better leader and have a richer life. In this engaging adaptation of his hands-on Wharton course, he offers step-by-step instruction to help you create positive, sustainable change in your world. This proven, programmatic method teaches you how to produce stronger results at work, find clearer purpose, feel less stressed, strengthen connections with the people who matter most to you, contribute further to important causes, and gain greater support for your vision of your future. If you’re ready to learn to lead in all parts of your life—this is the book for you. For a full array of Total Leadership tips and tools, visit totalleadership.org. Also look for Stew Friedman’s book, Leading the Life You Want, which builds on Total Leadership by profiling well-known leaders—from Bruce Springsteen to Michelle Obama—who exemplify its principles and demonstrate how success in your work is accomplished not at the expense of the rest of your life, but as the result of meaningful attachments to all its parts.
A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
As cash-strapped metropolitan newspapers struggle to maintain their traditional influence and quality reporting, large national and international outlets have pivoted to serving readers who can and will choose to pay for news, skewing coverage toward a wealthy, white, and liberal audience. Amid rampant inequality and distrust, media outlets have become more out of touch with the democracy they purport to serve. How did journalism end up in such a predicament, and what are the prospects for achieving a more equitable future? In News for the Rich, White, and Blue, Nikki Usher recasts the challenges facing journalism in terms of place, power, and inequality. Drawing on more than a decade of field research, she illuminates how journalists decide what becomes news and how news organizations strategize about the future. Usher shows how newsrooms remain places of power, largely white institutions growing more elite as journalists confront a shrinking job market. She details how Google, Facebook, and the digital-advertising ecosystem have wreaked havoc on the economic model for quality journalism, leaving local news to suffer. Usher also highlights how the handful of likely survivors—well-funded media outlets such as the New York Times—increasingly appeal to a global, “placeless” reader. News for the Rich, White, and Blue concludes with a series of provocative recommendations to reimagine journalism to ensure its resiliency and its ability to speak to a diverse set of issues and readers.