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Power: Why Some People Have It—and Others Don't Kindle Edition

4.5 out of 5 stars 984 ratings
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“Pfeffer [blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.”
—Jim Collins, author of
New York Times bestselling author Good to Great and How the Mighty Fall

 

Some people have it, and others don’t—Jeffrey Pfeffer explores why in Power. One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business school text Managing With Power, Pfeffer shows readers how to succeed and wield power in the real world.


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Editorial Reviews

From Publishers Weekly

Pfeffer (The External Control of Organizations), professor of organizational behavior at Stanford University, posits that intelligence, performance, and likeability alone are not the key to moving up in an organization; instead, he asserts, self promotion, building relationships, cultivating a reputation for control and authority, and perfecting a powerful demeanor are vital drivers of advancement and success. The book has a realpolitik analysis of human behavior that isn't for everyone but its candor, crisp prose, and forthrightness are fresh and appealing. Case studies feature the careers of such leaders as G.E. CEO Jack Welch, General George Patton, Time CEO and Chairman Ann Moore, Lt. Colonel Oliver North, and President Bill Clinton; and Pfeffer dispenses advice on how to overcome obstacles like "the self-promotion" dilemma, how to sharpen one's "acting" skills on the job, and use tactics like interruption to appear more powerful. Brimming with frank, realistic insights on paths to the top, this book offers unexpected--and aggressive--directions on how to advance and flourish in an ever-more competitive workplace.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist

Is the need for power an evil motivation driven by greed and lust, or is it a worthy goal that produces wealth, longevity, and leadership? Pfeffer asks us to consider the more positive reasons that we reach for power in our professional lives in order to feel in control, get wealthy, and achieve our goals. The desire for power is a topic that is often overlooked or disparaged in most inspirational leadership books because leaders presenting their own careers as models tend to portray themselves as noble and good, and omit discussing the power plays that they used to get to the top. According to Pfeffer, we need to stop seeing the world as a just and fair place, and actively develop those qualities needed to achieve power. He offers advice on how to obtain the initial position on the first rung of the ladder to power, how to take advantage of social networks, build a reputation, and overcome setbacks. Pfeffer never answers the question as to whether power leads to happiness, but he insists that having it will ultimately put you in a better place. --David Siegfried

Product details

  • ASIN ‏ : ‎ B003V1WSZK
  • Publisher ‏ : ‎ Harper Business
  • Accessibility ‏ : ‎ Learn more
  • Publication date ‏ : ‎ September 14, 2010
  • Edition ‏ : ‎ 1st
  • Language ‏ : ‎ English
  • File size ‏ : ‎ 1.3 MB
  • Screen Reader ‏ : ‎ Supported
  • Enhanced typesetting ‏ : ‎ Enabled
  • X-Ray ‏ : ‎ Enabled
  • Word Wise ‏ : ‎ Enabled
  • Print length ‏ : ‎ 291 pages
  • ISBN-13 ‏ : ‎ 978-0062010612
  • Page Flip ‏ : ‎ Enabled
  • Customer Reviews:
    4.5 out of 5 stars 984 ratings

About the author

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Jeffery Pfeffer
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Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, where he has taught since 1979. Prior to Stanford, Pfeffer taught at the University of California, Berkeley, and the University of Illinois. He has been a visiting professor at Harvard Business School, London Business School, Singapore Management University, and IESE in Barcelona. He has given talks in 39 countries around the world and received an honorary doctorate from Tilburg University in The Netherlands. Pfeffer currently writes a twice-monthly column for Fortune.com, and in the past has written for Business 2.0, the CEIBS Business Review (China), Capital Magazine (Turkey), and for numerous other blogs in the U.S.

At Stanford he teaches a popular second-year MBA elective, The Paths to Power. He currently serves on the board of Berlin Packaging and a nonprofit, Quantum Leap Healthcare.

Customer reviews

4.5 out of 5 stars
984 global ratings

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Customers say

Customers find this book empowering and practical, with one review noting how it explains everyday phenomena in an interesting way. Moreover, the writing style is simple and easy to read, and customers appreciate its realistic approach to power dynamics in different contexts. Additionally, the book receives positive feedback for being a must-read for professionals at all levels.

88 customers mention "Practical advice"83 positive5 negative

Customers find the book practical and empowering, with one customer noting how it explains everyday phenomena in an interesting way.

"...Pfeffer's advice (reach out and take leadership), think it enormously practical, think it fits the world as it is ... but also think the world needs..." Read more

"...3. Choosing Where to Start. This was an illuminating chapter where Pfeffer points out that where you start your career has implications on where you..." Read more

"...stories for my taste, but this is one of the best evidence-based books on leadership and management you can put your hands on, which is why I am..." Read more

"...In a fair, balanced and research-based style, the book also describes the negative results of having power...." Read more

70 customers mention "Readability"70 positive0 negative

Customers find the book easy and enjoyable to read, with one customer noting it's a must-read for professionals at all levels.

"...But he ends his excellent book on an encouraging note:..." Read more

"This is an excellent, educational and effective business book, like Professor Pfeffer's previous book [..." Read more

"...power dynamic and if you are interested in that topic, this is a decent read...." Read more

"...Also, with lots of specific stories, this book is a fun read, reminds me of the popular "Myth Buster" show. Highly recommended." Read more

30 customers mention "Power"30 positive0 negative

Customers appreciate the book's unique approach to understanding power dynamics in various contexts.

"...Power is the heart of leadership and excellence. This book will help you understand how to get and keep power...." Read more

"...balanced and research-based style, the book also describes the negative results of having power...." Read more

"...Regardless, it is an interesting take on the power dynamic and if you are interested in that topic, this is a decent read...." Read more

"...reframe what leadership is, how to assess the situation and the power dynamics, so you can harness the power, to lead people and accomplish a bigger..." Read more

23 customers mention "Writing style"19 positive4 negative

Customers appreciate the writing style of the book, finding it concise, easy to read, and well written, with one customer noting its clear structure.

"...Further, (d) Pfeffer is understandable, down to earth, very practical, very realistic, while advising from an evidence-based background about how..." Read more

"...These are outlined and described (with examples) in easy to digest chapters...." Read more

"...This book does a good job of telling you how it is played. I walked away with the following points:..." Read more

"Unlike some of Pfeffer's previous books, this one is very clear and readable...." Read more

6 customers mention "Realistic"6 positive0 negative

Customers find the book realistic, with one mentioning it provides an honest description of reality.

"...(d) Pfeffer is understandable, down to earth, very practical, very realistic, while advising from an evidence-based background about how people..." Read more

"...taught in this book constitute an accurate, frank and honest description of reality: An ugly reality of how humans have interacted for centuries and..." Read more

"...That is a fairly apt description. Pfeffer is interested in power as it is practiced...." Read more

"...in the book, and they are amazing (and unfortunately) accurate for the real world...." Read more

Top reviews from the United States

  • Reviewed in the United States on October 3, 2010
    Format: HardcoverVerified Purchase
    Useful advice ... follow it

    Psychology's 150-year scientific history has taught, among other things, that people don't follow advice. When people change their behavior, it is because they have learned something new, or relearned something they should have remembered. They have persuaded themselves to change their own behavior. Pfeffer knows all this very well. Why then does he fill his book "Power: Why some people _____________________________________________________________________________________

    Pfeffer, Jeffrey Power: Why some people have it - and others don't 2010, HarperCollins Publishers, New York NY, ix + 273 pages
    _____________________________________________________________________________________

    have it - and others don't" with advice? The answer: because Pfeffer expects his readers to be seeking insights about how to guide their own career into positions of high influence and high reward. His readers want to learn and, thus, may learn. The book is a-reproduction-in-print of the elective course Pfeffer teaches at Stanford University called "The Paths to Power." The virtues of Pfeffer's advice are that (a) he warns readers (correctly) that, for the most part, books and courses offering secrets of leadership are hazardous to one's career, concealing much, much more than they reveal and falsely understanding the causes of success, (b) he closely links his advice to credible research evidence, a rare but vital feature of valid counsel about how-to-help-your-career, and (c) he recognizes (correctly) that we live in a mixed-up and unfair world and are primarily responsible for our own career progress. Further, (d) Pfeffer is understandable, down to earth, very practical, very realistic, while advising from an evidence-based background about how people behave in organizations and how organizations go about their business.

    Pfeffer opens his advice with a list of rewards for having power, closes it with a list of the costs when one has power. He advises (correctly) that "it takes more than performance," noting the evidence that gaining the top spot is not closely correlated with being the top performer. We receive much instruction in world cultures that self-promotion is injurious to oneself, but Pfeffer teaches (correctly) that self promotion is necessary. He teaches appropriate ways for accomplishing being noticed and achieving influence. He examines how and why people lose power. Knowing that every career experiences setbacks, Pfeffer considers how one deals with defeat, with being fired.

    Pfeffer's book displays an important oversight. Citing evidence that is solid, Pfeffer advises that "it takes more than performance" to get ahead. Having understood this, the reader has the responsibility to learn and do the things that are needed to win leadership roles and influence ... not simply perform well at his/her job and expect to be noticed. Pfeffer's advice seems to be "If you want leadership, take it." That idea implies that the individual taking leadership is the only one who has a stake in who leads. That can't be right!

    This reviewer knows, as does Pfeffer, that job performance as routinely assessed in business, government, and non-profits today has much too little impact upon career outcomes for individuals. Many excellent performers are not recognized and rewarded. Is that as things must be? Is job performance assessment as practiced seeing what it should and could be seeing? I think not. We have as leaders only those without knowledge of the behavioral and management sciences ... and so are using almost none of the knowledge from those sciences. The research I've seen and done in a five-decade career in North America's Fortune 50 corporations urges that job performance can be measured, even in executive and professional jobs, that it can be measured much more usefully than any organization is doing it today, and that job performance measurements should provide guidance in determining who is invited to take more responsibility. There is evidence enough that many, many mistakes are made in selecting leaders (or allowing a person into a leadership role ... depending on how one construes what happens). Failures we've seen in top leadership in the first decade of the twenty first century have been dramatic. The sad truth is that poor leadership exists not just at top levels. I admire Pfeffer's advice (reach out and take leadership), think it enormously practical, think it fits the world as it is ... but also think the world needs some significant changes in order to make it better than it is. Measuring job performance well and then being guided by these measurements in choosing leaders are some of the important improvements needed in organizational life as we know it. Science knows how to make the measurements. The role of leader belongs to the leader not only for what it will do for the leader but also for what it will do for the organization being led and for all of society's stakeholders as impacted by that organization.

    Yes, make Pfeffer's Power a book you keep at hand for frequent rereading. Yes, give this book to offspring, colleagues and friends for their reading. For completeness sake, stick a copy of this review in the book that you pass along.

    Bellevue, Washington
    3 October 2010
    Paul F. Ross, Ph.D., Industrial and Organizational Psychologist (retired)
    Career experience at Exxon, Arthur D. Little Inc., Digital Equipment Corporation, Texas Instruments, The Prudential, Imperial Oil Ltd. of Canada, The Ohio State University, Harvard University, State of California, Commissioner of Higher Education for The Netherlands, and with other clients
    28 people found this helpful
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  • Reviewed in the United States on December 2, 2019
    Format: HardcoverVerified Purchase
    I read this book intently and intend to put the ideas Jeffrey Pfeffer puts forward into practice.

    The author's suggestions are backed by extensive research and real life examples, with the key takeaway being that career success has less to do with performance and more with effectively handling institutional politics.

    This book will find its place on my bookshelf and I am certain that I will revisit it numerous times over the coming years.

    Brief Chapter Takeaways
    1. It Takes More than Performance. It is understood that you need to do a good job, but career success depends on being noticed for your work, defining the dimensions of job performance (as far as possible) to highlight those that favor you, maintaining a close enough relationship with your boss to understand what really matters to her, and making others feel better about themselves (using flattery effectively).
    2. The Personal Qualities that Bring Performance. Pfeffer outlines two sets of skills that are crucial to amassing power within organizations: Will - ambition, energy and focus and Skill - self-knowledge, empathy and the ability to put yourself in other peoples' shoes, and (unexpectedly) the ability to tolerate conflict.
    3. Choosing Where to Start. This was an illuminating chapter where Pfeffer points out that where you start your career has implications on where you end up. One perspective is to start at the epicenter of the organization (defined in terms of size or ability to control resource allocation) and the other is to stay away from the areas that attract the most talent and rather focus of smaller, emerging niches of the corporation.
    4. Getting In: Standing Out and Breaking Some Rules. This chapter highlights the importance of standing out and of not being afraid to ask for help. Invisibility is death ("Brand Recall").
    5. Making Something Out of Nothing. This chapter warns against believing that you need to wait until you rise to a higher position to amass more influence and taking little steps irrespective of your position. The easiest ways of doing that are showing compassion and serving as a sounding board for colleagues and also not hesitating to take on smaller tasks that could give you access to power or make you indispensable to senior management.
    6. Building Efficient and Effective Social Networks. Network, Network, Network. A wide network of shallow contacts is shown to be effective in building influence. The only way to go about building a network is to create a list of people you would like to meet and then asking people to introduce you, following up, and reciprocating by introducing your contacts to other people. Also attempt to position yourself in brokerage roles (where you control the flow of information). Being connected to someone else in a brokerage role however is not the best means of acquiring influence.
    7. Acting and Speaking with Power. Fake it till you make it. Assume a strong posture, use vivid language and understand that expressing anger is sometimes more effective than expressing either remorse or sadness.
    8. Building a Reputation: Perception is Reality. First impressions count. Dimensionalize what attributes you would like associated with you and build it through actions that are consistent with your plans. Developing contacts in the media is also a good strategy.
    9. Overcoming Opposition and Setbacks: Project power and success in the face of adversity. Be persistent and advance on multiple fronts. Amassing influence requires a thick skin. Another important tip that stood out to me was to avoid making unnecessary enemies and understanding that sometimes you have to work with people you don't like (focus instead on what you need to get out of the relationship).

    The following chapters on the price of power were frankly a little less interesting to me (I am more interesting in acquiring power).

    9.
    43 people found this helpful
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Top reviews from other countries

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  • Frank Gimeno Ruiz
    3.0 out of 5 stars Sobrevalorado
    Reviewed in Spain on September 13, 2019
    Format: HardcoverVerified Purchase
    El libro no está mal, pero tiene demasiada fama para lo que realmente es.

    Si el autor fuese más al grano, podría haber escrito un libro la mitad de largo.

    Sin embargo no es un mal libro.
    Report
  • Amazon Customer
    5.0 out of 5 stars Don’t miss out
    Reviewed in India on March 23, 2025
    Format: KindleVerified Purchase
    I have read this book multiple times. It’s very relevant and helpful book
  • Zoe E. Routh
    4.0 out of 5 stars Hierarchy and power dynamics are inevitable
    Reviewed in Australia on February 23, 2021
    Format: KindleVerified Purchase
    Similar to Robert Greene’s approach to power, that it’s inevitable and unavoidable so why not play the game, this book shows power struggles in a matter of fact way.

    This book does not propose unethical behaviour, but simply a realistic approach. There are also key benefits to seeking power, such as doing good and improving health.

    Overall a good manual for power.
  • eric
    5.0 out of 5 stars Effective
    Reviewed in Japan on February 24, 2020
    Format: HardcoverVerified Purchase
    I have learned a lot to be an effective leader in this book. I am now more conscious of the reality of life as a leader. I felt like that Power talked to me personally and addressed most of what I`ve been battling with as a leader. I strongly recommend it. It's an amazing book.
  • Cliente Amazon
    4.0 out of 5 stars La dura verità
    Reviewed in Italy on March 5, 2016
    Format: KindleVerified Purchase
    Analizzando casi concreti, Pfeffer espone come il networking e, nei casi più estremi, essere lecchini e untuosi sia necessario per ottenere potere e riconoscimento nelle istituzioni.

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