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The Influential Leader
Leadership has traditionally been defined as getting people to follow your vision. However, in today’s mega-matrixed world, leaders often do not have directly authority over those they need to realize their vision. Today’s leader must frequently lead through influence – a more subtle yet powerful approach to getting things done. One of the most important aspects of influencing others is spreading and soliciting new ideas.

Other informal interactions Related Articles

Ending poverty means abandoning charity and accepting reality
Benin Mwangi, who blogs about doing business in Africa, asked me recently: "should the discussion be about how to get the informal sector to become part of the formal sector or should it be how to cater to the informal sector?" This in an excursion into the morass of African poverty and development. The short answer is: neither; ending poverty has nothing to do with the informal sector.

4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Currently, there is no comprehensive data on the number of women in the MSME sector, the size of their enterprises, or their distribution by sector. Only proxies are available. In NISS (1991) women accounted for about 35 per cent of informal enterprises. By 1995, it was estimated that the proportion of women in the sector could have risen to 70 per cent of the informal sector labour force. In a 2000 Economic and Social Research Foundation (ESRF) study, 55 per cent of the enterprises in the sample were owned by women (as reported in Mlingi, 2000, p. 89). Swisscontact (2003) estimated that women owned 43 per cent of MSEs.
10.2 Pre-start-up training: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Data from a 1997-98 training needs assessment of informal sector operators found that over 75 per cent of informal sector operators had primary education, while only seven per cent had attended vocational training courses. Most had acquired their skills in a variety of trades through apprenticeships or directly from their peers, but were unaware of the theoretical aspects (reported in Mlingi, 2000, p. 81). Only 5.3 per cent of the MSEs in the Swisscontact (2003) study had received any entrepreneurship training, and even fewer in new product technologies or costing and pricing. This suggests that most MSEs are “learning through trial and error” or from the practical know-how of other operators.
2.3 Looking for Financial Sustainability: Microfinance in Africa - Experience and Lessons from Selected African Countries
The technologies described above, based on the formalization of informal techniques and on group-based instruments, have been used to promote financial sustainability of MFIs. They have the advantage of addressing a number of problems faced by financial institutions when operating with the poor or with the informal sector, for example, asymmetry of information, lack of collateral, and difficult enforcement of legal rights.
Micro-enterprise and the 'mobile divide'
New benefits and old inequalities in Nigeria's informal sector
4.1.2 Enterprises with growth potential: The demand for training
Most training strategies in the informal sector have targeted manufacturing microenterprises that are considered to have some growth potential. However, even within this relatively better-off segment of the informal sector, the effective demand for training has frequently been found to be quite limited.
Effective Business Relationships - What Are They?
In any workplace, the interactions between those involved are vital for successful performance. There is a fine line between those interactions working effectively and the strength of individuals' characters creating challenges. Great managers know what makes business relationships work - and they work at them.
How is your Quantum Physics? You may need it to Improve your Organization’s Performance!
Organizational cultures are like magnetic fields that cannot be seen but are strongly felt throughout the organization! Organizational communication is like a gravitational force that pulls employees in the right direction! Interactions between members of the organization are like sub-atomic particles - it is not the particles themselves that produce powerful outputs - it is the interactions between the particles that generates the power! So says Margaret Wheatly in her book Leadership and the New Science: Discovering Order in a Chaotic World.
What is Nutrigenomics?
Nutrigenomics is science that deals with studies of nutrition and food focusing mainly on the interactions with diseases and human-specific genes. The term nutrigenetics is used to refer to study of the effects of variations in genes and gene-nutrient interactions in managing chronic diseases.
The Important Distinctions Between Relationship, Collaboration and Performance Benchmarking
The interactions between marketers and their agencies are becoming more complex and being able to benchmark these interactions is important. However, it is important to distinguish the difference between collaboration, relationships and performance benchmarking to ensure you are optimizing the most appropriate criteria in the process.
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