Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Concept Videos

Routes of Persuasion02:20

Routes of Persuasion

53.1K
Persuasion is the process of changing our attitude toward something based on some kind of communication. Much of the persuasion we experience comes from outside forces. How do people convince others to change their attitudes, beliefs, and behaviors? What communications do you receive that attempt to persuade you to change your attitudes, beliefs, and behaviors?
53.1K
Impact of Individuals on a Group01:25

Impact of Individuals on a Group

453
In social psychology, the interplay between individuals and groups is a central concern, particularly regarding how individual actions and characteristics influence group processes and outcomes. While much research emphasizes the group's power in shaping individual behavior, it is equally significant to understand how individuals contribute to the functioning, development, and success of groups.Individual Roles in Group Productivity and Decision-MakingIndividuals are not passive participants in...
453
Social Proof00:52

Social Proof

24.9K
Social proof is a form of persuasion based on comparison and conformity. People compare their behavior and actions to what others are doing and will change to conform to do what their peers do.
24.9K
Persuasion Strategies01:52

Persuasion Strategies

29.8K
Researchers have tested many persuasion strategies, including the foot-in-the door and the door-in-the-face techniques, in a variety of contexts. Ultimately, the principles are effective in selling products and changing people’s attitude, ideas, and behaviors (Cialdini & Goldstein, 2004).
29.8K
Impression Management Techniques II: Ingratiation01:29

Impression Management Techniques II: Ingratiation

237
Ingratiation refers to deliberate behaviors aimed at increasing one’s attractiveness or likability to a target person, often for strategic interpersonal or social gain. This set of impression management tactics is especially prevalent in hierarchical contexts, where influencing someone with greater power or authority can yield significant benefits. Several distinct ingratiation strategies have been identified, each leveraging psychological cues to foster favor and affiliation.Opinion...
237
Conformity01:20

Conformity

32.5K
Conformity is the change in a person’s behavior to go along with the group, even if that person does not agree with the group.
32.5K

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Prospective Study of Multiparametric Renal MRI for CKD Progression (AFiRM).

Kidney international reports·2026
Same author

Child Opportunity Index and Youth Mental Health Emergency Department Visits.

JAMA pediatrics·2026
Same author

The Role of Artificial Intelligence in the Prevention of Intimate Partner Violence and Sexual Violence: A Scoping Review of the Literature.

Journal of sex research·2026
Same author

Improvement in Huddle Participation Among the Child Health Patient Safety Organization.

American journal of medical quality : the official journal of the American College of Medical Quality·2026
Same author

Living donor liver transplant is associated with lower hospitalization costs than deceased donor liver transplant: A multicenter cohort study of young children transplanted for biliary atresia.

American journal of transplantation : official journal of the American Society of Transplantation and the American Society of Transplant Surgeons·2026
Same author

Biased estimates of phylogenetic branch lengths resulting from the discretised Gamma model of site rate heterogeneity.

Systematic biology·2026
Same journal

The Case for Capitation.

Harvard business review·2016
Same journal

How to Pay for Health Care.

Harvard business review·2016
Same journal

How to Preempt Team Conflict.

Harvard business review·2016
Same journal

The Secrets of Great Teamwork.

Harvard business review·2016
Same journal

Leading the Team You Inherit.

Harvard business review·2016
Same journal

Wicked Problem Solvers.

Harvard business review·2016
See all related articles

Related Experiment Video

Updated: May 1, 2026

How Virtual Celebrity Characteristics Drive Purchase Intention: Testing the Stimulus-Organism-Response Framework with Structural Equation Modeling
07:35

How Virtual Celebrity Characteristics Drive Purchase Intention: Testing the Stimulus-Organism-Response Framework with Structural Equation Modeling

Published on: March 3, 2026

301

How experts gain influence.

Anette Mikes, Matthew Hall, Yuval Millo

    Harvard Business Review
    |April 16, 2014
    PubMed
    Summary
    This summary is machine-generated.

    Functional leaders can increase their impact by developing four key competencies: trailblazing, toolmaking, teamwork, and translation. Excelling in all four significantly boosts influence within an organization.

    More Related Videos

    A Novel Method for Involving Women of Color at High Risk for Preterm Birth in Research Priority Setting
    14:43

    A Novel Method for Involving Women of Color at High Risk for Preterm Birth in Research Priority Setting

    Published on: January 12, 2018

    14.4K
    Qualitative and Quantitative Validation of Tools with Rating Scales Aimed at Assessing the Quality of University Service-Learning
    10:39

    Qualitative and Quantitative Validation of Tools with Rating Scales Aimed at Assessing the Quality of University Service-Learning

    Published on: August 29, 2025

    1.3K

    Related Experiment Videos

    Last Updated: May 1, 2026

    How Virtual Celebrity Characteristics Drive Purchase Intention: Testing the Stimulus-Organism-Response Framework with Structural Equation Modeling
    07:35

    How Virtual Celebrity Characteristics Drive Purchase Intention: Testing the Stimulus-Organism-Response Framework with Structural Equation Modeling

    Published on: March 3, 2026

    301
    A Novel Method for Involving Women of Color at High Risk for Preterm Birth in Research Priority Setting
    14:43

    A Novel Method for Involving Women of Color at High Risk for Preterm Birth in Research Priority Setting

    Published on: January 12, 2018

    14.4K
    Qualitative and Quantitative Validation of Tools with Rating Scales Aimed at Assessing the Quality of University Service-Learning
    10:39

    Qualitative and Quantitative Validation of Tools with Rating Scales Aimed at Assessing the Quality of University Service-Learning

    Published on: August 29, 2025

    1.3K

    Area of Science:

    • Business Management
    • Organizational Behavior
    • Financial Risk Management

    Background:

    • Risk management groups in financial institutions theoretically hold equal influence.
    • In practice, influence varies significantly based on visibility and engagement.
    • A comparative study of two British banks, Saxon and Anglo, highlighted disparities in risk management impact.

    Purpose of the Study:

    • To identify key competencies that enhance the influence of functional leaders and groups.
    • To understand how these competencies enable groups to gain top management attention.
    • To explain the practical differences in influence between risk management groups in Saxon and Anglo banks.

    Main Methods:

    • Comparative case study of risk management groups in two British banks.
    • Identification and analysis of four critical competencies: trailblazing, toolmaking, teamwork, and translation.
    • Assessment of the presence and application of these competencies within each bank's risk management function.

    Main Results:

    • Saxon's risk management group demonstrated strength in all four competencies, leading to high organizational impact.
    • Anglo's risk management group lacked strength in some competencies, resulting in limited visibility and influence.
    • Trailblazing involves environmental scanning, toolmaking focuses on developing expertise-sharing tools, teamwork integrates insights, and translation ensures understanding.

    Conclusions:

    • Developing all four competencies (trailblazing, toolmaking, teamwork, translation) is crucial for maximizing functional leader influence.
    • Cultivating even two competencies can elevate a group's profile.
    • Organizational strategy and structural needs should align with the roles and competencies of expert groups.