Best of HBR on Bosses (HBR Article Collection)

HBR OnPoint collections include an overview and 3 full-text HBR articles, each with a synopsis and annotated bibliography. The best managers enjoy power. If this strikes you as contrary to the management literature touting the end of command-and-control, hold on: Power-relishing managers focus on getting the things done that will most benefit their organization, not themselves. And they know that to get those things done, they have to influence others to positive action on behalf of their company. These managers focus their formidable energies on enabling their organizations to perform at their best. They clearly communicate company goals to their teams--then imbue them with a heightened sense of responsibility for achieving those goals. They also set positive self-fulfilling prophecies in motion--by expecting the best from their teams. The three Harvard Business Review articles in this collection: "Power Is the Great Motivator" by David C. McClelland and David H. Burnham, HBR reprint R0301J; "Pygmalion in Management" by J. Sterling Livingston, HBR reprint R0301G; and "The Set-Up-to-Fail Syndrome" by Jean-Francois Manzoni and Jean-Louis Barsoux, HBR reprint 98209.