• Neil Thompson
  • Jo Campling


Personal effectiveness depends, to a large degree, on the extent to which we are able to assert ourselves. If we are too shy or retiring, people may take advantage or have little faith in us. At the other end of the spectrum, if we are too pushy or overbearing, we run the risk of alienating people who may prefer to keep their distance from us. In this respect, personal effectiveness can be seen to hinge on success in achieving a healthy balance between these two extremes.


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Further reading

  1. Back, K. and Back, K. (1982) Assertiveness at Work: A Practical Guide to Handling Awkward Situations, London, McGraw-Hill.Google Scholar
  2. Dickson, A. (1982) A Woman in Your Own Right: Assertiveness and You, London, Quartet.Google Scholar
  3. Rees, S. and Graham, R.S. (1991) Assertion Training: How to be Who You Really Are, London, Routledge.CrossRefGoogle Scholar
  4. Townend, A. (1991) Developing Assertiveness, London, Routledge.Google Scholar

Copyright information

© Neil Thompson 1996

Authors and Affiliations

  • Neil Thompson
  • Jo Campling

There are no affiliations available

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