If leadership, basically speaking, consists of getting things done through others, then persuasion is one of the leader"s essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的) and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are like them as well as those who like them. So it"s worth the time to uncover real similarities and offer genuine praise.
Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It"s sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to (服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it"s self-evident. Finally, people want more of a commodity when it"s scarce; it follows, then, that exclusive information is more persuasive than widely available data.
单选题
Experiments have confirmed the assumption of many executives.