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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 Why is everyone trying to find opinion leaders using outdated methods that haven't changed since the 1940's? Why is it that you can't even identify the opinion leaders in your own company database?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!
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.
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.
In a democracy, we generally assume that voters know the policies they prefer and elect like-minded officials who are responsible for carrying them out. We also assume that voters consider candidates' competence, honesty, and other performance-related traits. But does this actually happen? Do voters consider candidates’ policy positions when deciding for whom to vote? And how do politicians’ performances in office factor into the voting decision? In Follow the Leader?, Gabriel S. Lenz sheds light on these central questions of democratic thought. Lenz looks at citizens’ views of candidates both before and after periods of political upheaval, including campaigns, wars, natural disasters, and episodes of economic boom and bust. Noting important shifts in voters’ knowledge and preferences as a result of these events, he finds that, while citizens do assess politicians based on their performance, their policy positions actually matter much less. Even when a policy issue becomes highly prominent, voters rarely shift their votes to the politician whose position best agrees with their own. In fact, Lenz shows, the reverse often takes place: citizens first pick a politician and then adopt that politician’s policy views. In other words, they follow the leader. Based on data drawn from multiple countries, Follow the Leader? is the most definitive treatment to date of when and why policy and performance matter at the voting booth, and it will break new ground in the debates about democracy.