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| jeffrey pfeffer power play: Managing With Power Jeffrey Pfeffer, 1993-11-12 Although much as been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes—such as flexibility, stamina, and a high tolerance for conflict—and the structural factors—such as control of resources, access to information, and formal authority—that can help managers advance organizational goals and achieve individual success. |
| jeffrey pfeffer power play: 7 Rules of Power Jeffrey Pfeffer, 2022-06-07 If you want to 'change lives, change organizations, change the world,' the Stanford business school's motto, you need power. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don't blame the tool for how some people used it. Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance. With 7 Rules of Power, you'll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world. |
| jeffrey pfeffer power play: What Were They Thinking? Jeffrey Pfeffer, 2007 The question of how to improve organizational effectiveness through better people management is always top of mind. This book challenges incorrect and oversimplified assumptions and much conventional management wisdom - delivering business commentary that helps business leaders make smarter decisions. |
| jeffrey pfeffer power play: The Human Equation Jeffrey Pfeffer, 1998 Criticizes many common personnel management practices, and argues that policies such as job security and fair compensation result in greater profits in the long run. |
| jeffrey pfeffer power play: Leadership BS: Fixing Workplaces and Careers One Truth at a Time Jeffrey Pfeffer, 2015 |
| jeffrey pfeffer power play: Take Back Your Power Deborah Liu, 2022-08-09 You can't make the world fair, but you can take back your power. As a woman in Silicon Valley who worked her way to the top of the corporate ladder--she's a former VP at Facebook and the current president and CEO of Ancestry--Deborah Liu knows firsthand the challenges and obstacles in the workplace that keep the deck stacked against women in the workplace . . . and the ways to overcome them. For every woman who grew up competing on the uneven playing field, who is told she is too aggressive, assertive, dramatic, or emotional, this book is the battle cry you need to learn to thrive within the system that exists today, even if it's not the one we wish it were. Take Back Your Power presents both hard data and Liu's personal experiences from twenty years as a woman leader in the male-dominated tech industry to help you: Find your voice, learn how to ask, and achieve what you want in a system that isn't fair and wasn't created for you Debunk the negative connotations of power and harness it for your own success Discover how to be heard, seen, and taken more seriously at work by getting out of your own way Overcome the lie that success is only achieved alone by finding the four types of allies you need to reach your goals Become a great leader without losing yourself in the process You have the power to change the future of work for yourself--and for women everywhere. |
| jeffrey pfeffer power play: Understanding Power and Leadership in Higher Education Mark Kretovics, 2019-11-28 Within higher education, power is often perceived negatively. Rather than avoiding the idea of power, this book explores the importance of embracing and effectively engaging power to affect positive change on campus. Understanding Power and Leadership in Higher Education gives college and university administrators the tools to understand the relationship between leadership, power, and influence within higher education. Highlighting real stories of effective college and university administrators, this book helps readers understand and analyze the use of power, preparing leaders for the realities of today’s administrative environment. |
| jeffrey pfeffer power play: Hard Facts, Dangerous Half-Truths, and Total Nonsense Jeffrey Pfeffer, Robert I. Sutton, 2006-02-14 The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice. |
| jeffrey pfeffer power play: The Power Paradox Dacher Keltner, 2016 A concise, paradigm-shifting account of the power dynamics that shape everyday life - from the board room to the dinner table, the playground to the bedroom. The Machiavellian view of power as a coercive force is one of the deepest currents in our culture, yet new psychological research reveals this vision to be dead wrong. Influence is gained instead through social intelligence and empathy - but ironically the seductions of power make us lose the very qualities that made us powerful in the first place. By drawing on fascinating case studies that debunk longstanding myths, Dacher Keltner illuminates this 'power paradox', revealing how it shapes not just boardrooms and elections but everyday relationships, and affects whether or not we will have an affair, break the law or find our purpose in life |
| jeffrey pfeffer power play: Political Savvy Joel R. DeLuca, 1999 |
| jeffrey pfeffer power play: Dying for a Paycheck Jeffrey Pfeffer, 2018-03-20 In one survey, 61 percent of employees said that workplace stress had made them sick and 7 percent said they had actually been hospitalized. Job stress costs US employers more than $300 billion annually and may cause 120,000 excess deaths each year. In China, 1 million people a year may be dying from overwork. People are literally dying for a paycheck. And it needs to stop. In this timely, provocative book, Jeffrey Pfeffer contends that many modern management commonalities such as long work hours, work-family conflict, and economic insecurity are toxic to employees—hurting engagement, increasing turnover, and destroying people’s physical and emotional health—and also inimical to company performance. He argues that human sustainability should be as important as environmental stewardship. You don’t have to do a physically dangerous job to confront a health-destroying, possibly life-threatening, workplace. Just ask the manager in a senior finance role whose immense workload, once handled by several employees, required frequent all-nighters—leading to alcohol and drug addiction. Or the dedicated news media producer whose commitment to getting the story resulted in a sixty-pound weight gain thanks to having no down time to eat properly or exercise. Or the marketing professional prescribed antidepressants a week after joining her employer. In Dying for a Paycheck, Jeffrey Pfeffer marshals a vast trove of evidence and numerous examples from all over the world to expose the infuriating truth about modern work life: even as organizations allow management practices that literally sicken and kill their employees, those policies do not enhance productivity or the bottom line, thereby creating a lose-lose situation. Exploring a range of important topics including layoffs, health insurance, work-family conflict, work hours, job autonomy, and why people remain in toxic environments, Pfeffer offers guidance and practical solutions all of us—employees, employers, and the government—can use to enhance workplace wellbeing. We must wake up to the dangers and enormous costs of today’s workplace, Pfeffer argues. Dying for a Paycheck is a clarion call for a social movement focused on human sustainability. Pfeffer makes clear that the environment we work in is just as important as the one we live in, and with this urgent book, he opens our eyes and shows how we can make our workplaces healthier and better. |
| jeffrey pfeffer power play: Acting with Power Deborah Gruenfeld, 2020-04-09 A refreshing and enlightening new perspective on what it means to be powerful. - SUSAN CAIN, bestselling author of Quiet An eye-opening exploration of power and how we can harness it using performance techniques borrowed from actors. What if instead of worrying about getting more power, we focus on using the power we do have better? Stanford business professor Deborah Gruenfeld combines 25 years of social psychology research with personal experience to reveal the truth about power: that we all have more than we realise and what counts is what we do with it. Acting with Power shows anyone seeking greater professional and academic success what power is actually for, how to identify it within ourselves, and how to use it constructively using acting techniques. Some of us crave a bigger role, and many of us feel like imposters in our current ones. Acting with Power shows us how to be the best version of ourselves in any role, on any stage. |
| jeffrey pfeffer power play: Compelling People John Neffinger, Matthew Kohut, 2013-08-15 Required reading at Harvard Business School and Columbia Business School. Everyone wants to be more appealing and effective, but few believe we can manage the personal magnetism of a Bill Clinton or an Oprah Winfrey. John Neffinger and Matthew Kohut trace the path to influence through a balance of strength (the root of respect) and warmth (the root of affection). Each seems simple, but only a few of us figure out the tricky task of projecting both at once. Drawing on cutting-edge social science research as well as their own work with Fortune 500 executives, members of Congress, TED speakers, and Nobel Prize winners, Neffinger and Kohut reveal how we size each other up—and how we can learn to win the admiration, respect, and affection we desire. |
| jeffrey pfeffer power play: Survival of the Savvy Rick Brandon, Marty Seldman, 2004-12-06 Two of the nation's most successful corporate leadership consultants now reveal their proven, systematic program for using the power of high-integrity politics to achieve career success, maximize team impact, and protect the company's reputation and bottom line. Each day in business, a corporate version of survival of the fittest is played out. Power plays, turf battles, deceptions, and sabotages block individuals' career progress and threaten companies' resources and results. In Survival of the Savvy, Rick Brandon and Marty Seldman provide ethical but street-smart strategies for navigating corporate politics to gain impact with integrity, helping readers to: -Identify political styles at work through the Style Strengths Finder, and avoid being under or overly political -Discover the corporate buzz on you, and manage the corporate airwaves -Decipher unwritten company rules and protect yourself from sabotage and hidden agendas -Build key networks to promote yourself and your ideas with integrity -Learn to detect deception and filter misleading information -Increase your team's organizational savvy, influence, and impact -Gauge the political health of the company and forge a high-integrity political culture In addition, Survival of the Savvy helps individuals discover and overcome their own political blind spots and vulnerabilities. They learn step-by-step methods to avoid being underestimated or denied full recognition for their achievements. It shows them how to put forward their ideas and advance their careers in an ethical manner, with a high level of political awareness and skill. After reading this book, you will never have to say, I didn't see it coming. Organizational savvy is a mission-critical competency for the complete leader. This timely and timeless book provides cutting-edge strategies and skills for surviving and thriving as you build individual and company success. |
| jeffrey pfeffer power play: Readings in Managerial Psychology Harold J. Leavitt, Louis R. Pondy, David M. Boje, 1989 With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such soft issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before. Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press. |
| jeffrey pfeffer power play: Power Game Hedrick Smith, 2012-11-07 Washington, D.C. The one city that affects all our lives. The one city where the game has only one name: Power. Hedrick Smith, the Pulitzer Prize-winning ex-Washington bureau chief of The New York Times, takes us inside the beltway to show who wields the most power—and for what ends. The Power Game explains how some members of Congress have built personal fortunes on PAC money, how Michael Deaver was just the tip of the influence-peddling iceberg, how “dissidents” in the Pentagon work to keep the generals honest, how insiders and “leakers” use the Times and The Washington Post and their personal bulletin boards. Congressional staffers more powerful than their bosses, media advisors more powerful than the media, money that not only talks but intimidated and threatens. That’s Washington. That’s The Power Game. Praise for Power Game “The Power Game may be the most sweeping and in many ways the most impressive portrait of the culture of the federal government to appear in a single work in many decades. . . . Knowledgeable and informative.”—The New York Times Book Review “There are oodles of good yarns in this book about the nature of power and the eccentricities that accompany it. . . . Delightfully fresh . . . [Hedrick] Smith is a superb writer.”—The Washington Post “Not only the inside stuff, but the insightful stuff—an original view of the power playing.”—William Safire |
| jeffrey pfeffer power play: 360 Degrees of Influence: Get Everyone to Follow Your Lead on Your Way to the Top Harrison Monarth, 2011-12-09 SPREAD YOUR INFLUENCE FOR TRUE LEADERSHIP SUCCESS “The extraordinary power of influence is now within everyone’s reach. Recent graduates, executive assistants, project managers, and business leaders can all benefit from Monarth’s simple steps for ‘getting everyone to follow your lead.’” —MARSHALL GOLDSMITH, million-selling author of the New York Times bestsellers MOJO and What Got You Here Won’t Get You There “Monarth’s monograph is must reading for everyone who needs to build their personal brand and sell themselves—which is, of course, everybody.” —JEFFREY PFEFFER, Ph.D., professor, Stanford Graduate School of Business, and author of Power: Why Some People Have It—and Others Don’t “Your ability to influence and persuade others is the single most important skill for success in business and leadership—and this book shows you how with simple, powerful, practical, and proven techniques.” —BRIAN TRACY, author of Full Engagement “Finally! A book about influence that doesn’t tell you how to impose your position on others but rather illuminates ways to build authentic relationships that are mutually beneficial. Truly a 21st-century approach to a critical skill.” —LOIS P. FRANK EL, Ph.D., author of Nice Girls Don’t Get the Corner Office and Nice Girls Just Don’t Get It “360 Degrees of Influence breaks new ground. Harrison Monarth writes with fl air, passion, and insight. Even seasoned professionals will fi nd his advice practical and invaluable.” —HARRY MILLS, Managing Director of The Mills Group and author of Artful Persuasion and The StreetSmart Negotiator About the Book: Leadership doesn’t have to be a top-down proposition. In fact, the best leaders influence those who are below and above them, as well as people external to the organization, such as customers and partners. This 360 degrees of influence is what separates the good leader from the great leader. Founder of the global executive coaching firm GuruMaker, Harrison Monarth makes a living helping top figures in business and politics hone their influencing, communication, persuasion, impression management, and media skills. He teaches leaders how to operate without relying on spin or manipulation. Now, in 360 Degrees of Influence, Monarth provides everything you need to gain the trust and respect of those around you—no matter where they’re positioned in the organizational hierarchy—and expand your influence well beyond your immediate environment. Providing valuable insight into human emotion and behavior, Monarth reveals the secrets to becoming the most psychologically astute person in the room—so you can be the most influential leader in the room. Learn how to: Assess your current influencing power Overcome resistance to your ideas and proposals Know what people are thinking and feeling—even better than they do Avoid the most common decision-making pitfalls Create an influence strategy tailored to your organization’s hierarchy In addition to sharing insight he has gleaned during years of coaching leading executives, Monarth includes practice exercises, checklists, self-evaluations, and worksheets to help you tackle the challenge of influence and leadership head on. Right now, one of your own counterparts might be exerting influence over you and your boss. You can do the same thing. Apply the lessons of 360 Degrees of Influence to place yourself in the best possible position to lead the leaders. |
| jeffrey pfeffer power play: Power in Organizations Jeffrey Pfeffer, 1981 Understanding the role of power in decision making; Assessing power in organizations; Conditions for the use of power; Sources of power in organizations; Political strategies and tactics; Political language and symbols: mobilizing suppert and quieting opposition; Power in use; Perpetuating power; Power, politics and management. |
| jeffrey pfeffer power play: The Office Politics Handbook Jack Godwin, 2013-09-23 The Office Politics Handbook is for business executives, managers, consultants, lawyers, agents, editors, and anyone who wants to become more politically astute, more powerful, and more successful. This is not a book on political game playing; it is for people who hate power games but who know that politics takes place in every organization and want to make sure they wind up on top of the heap...not at the bottom of the barrel. This book will explain why people are political animals, and why they engage in power-seeking behavior. It will also discuss different instruments of power to help you understand the cultural and collective forces at work in human nature, and the occasionally aggressive characteristics of the political animal. The Office Politics Handbook will show you how to: Cultivate your political skill Exercise power beyond your place in the organizational chart Defend yourself against political attacks Know when to fight, when to retreat, and when to lead |
| jeffrey pfeffer power play: Power, Politics, and Organizational Change David Buchanan, Richard Badham, 2008-02-19 `Many books on management are sanitized, cleanly technical accounts of the unreality of managerial life and work. Politics hardly feature. This book tells it like it is: it dishes the dirt, gets low-down, into the funky and fascinating politics of organizational life′ - Stewart Clegg, Aston Business School and University of Technology, Sydney Combining a practical and theoretical guide to the politics of organizational change, this book provides an exceptional resource to students of change management, and organizational behaviour. Buchanan and Badham show how the change agent who is not politically skilled will fail, and that it is necessary to be able and willing to intervene in the political processes of the organization. This revised edition includes a range of excellent new material and features, including: - a new chapter on gender in approaches to organization politics - a full range of teaching materials including case studies, incident reports, self-assessments, and more - Each chapter recommends a feature film (or DVD) to illustrate aspects of organization politics - fresh research evidence - recent literature on the nature of entrepreneurial politics; - a model of political expertise, and how that can be developed This lively and engaging book is key to MBA and other Masters degree candidates taking courses in change management, and organizational behaviour. It will also be valuable for practising managers on tailored executive programmes in organization politics. |
| jeffrey pfeffer power play: Leading at the Strategic Level in an Uncertain World James William Browning, 2013 The fundamental nature of a leader's work changes at the strategic level. Leaders currently working as strategic leaders or those aspiring to become strategic leaders must gain a fine appreciation for the effort and skills required at the strategic level. Moreover, they need to develop and hone their personal dimensions (including conceptual, social, and behavioral capacities; individual traits, attitudes and characteristics; and technical skills and business acumen), and acquire the new knowledge essential for success at the strategic level. This book is intended to help develop strategic leaders in each of these personal dimensions. |
| jeffrey pfeffer power play: The Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton, 1999-10-05 Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the smart talk trap. Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business. |
| jeffrey pfeffer power play: Power is the Great Motivator David Clarence McClelland, David H. Burnham, 2008 In Power Is the Great Motivator, David McClelland and David Burnham make the provocative case that managers who actively seek power not only get the most done, but also develop the best teams, organizational vision, and sense of managerial responsibility. The authors then show how managers like you can adopt some of these practices and build a more confident and effective organization.--BOOK JACKET. |
| jeffrey pfeffer power play: New Directions for Organization Theory Jeffrey Pfeffer, 1997 Pfeffer argues that the world of organizations has changed in several important ways, including the increasing externalization of employment and the growing use of contingent workers; the changing size distribution of organizations, with a larger proportion of smaller organizations; the increasing influence of external capital markets on organizational decision-making and a concomitant decrease in managerial autonomy; and increasing salary inequality within organizations in the US compared both to the past and to other industrialized nations. These changes and their public policy implications make it especially important to understand organizations as social entities. But Pfeffer questions whether the research literature of organization studies has either addressed these changes and their causes or made much of a contribution to the discussion of public policy. |
| jeffrey pfeffer power play: Results Bruce A. Pasternack, Gary L. Neilson, 2005-10-18 Every company has a personality. Does yours help or hinder your results? Does it make you fit for growth? Find out by taking the quiz that’s helped 50,000 people better understand their organizations at OrgDNA.com and to learn more about Organizational DNA. Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization is: • Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall • Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions • Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole • Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses • Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest • Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook • Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurels For anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business. Also available as an eBook From the Hardcover edition. |
| jeffrey pfeffer power play: Confidence (HBR Emotional Intelligence Series) Harvard Business Review, Tomas Chamorro-Premuzic, Rosabeth Moss Kanter, Amy Jen Su, Peter Bregman, 2019-03-05 Become more confident at work. You need confidence to inspire trust, communicate effectively, and succeed in your organization. But self-doubt and nerves can undermine your ability to act decisively and persuade others. What can you do to push past these insecurities? This book explains how you can use emotional intelligence to become more confident at work. You'll learn how to correct what is holding you back, how to overcome imposter syndrome, and when feeling too self-assured can actually backfire. This volume includes the work of: Tomas Chamorro-Premuzic Rosabeth Moss Kanter Amy Jen Su Peter Bregman How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master. |
| jeffrey pfeffer power play: Joy at Work Dennis W. Bakke, 2010-08-03 Imagine a company where people love coming to work and are highly productive on a daily basis. Imagine a company whose top executives, in a quest to create the most fun workplace ever, obliterate labor-management divisions and push decision-making responsibility down to the plant floor. Could such a company compete in today's bottom-line corporate world? Could it even turn a profit? Well, imagine no more. In Joy at Work, Dennis W. Bakke tells the true story of this extraordinary company--and how, as its co-founder and longtime CEO, he challenged the business establishment with revolutionary ideas that could remake America's organizations. It is the story of AES, whose business model and operating ethos -let's have fun-were conceived during a 90-minute car ride from Annapolis, Maryland, to Washington, D.C. In the next two decades, it became a worldwide energy giant with 40,000 employees in 31 countries and revenues of $8.6 billion. It's a remarkable tale told by a remarkable man: Bakke, a farm boy who was shaped by his religious faith, his years at Harvard Business School, and his experience working for the Federal Energy Administration. He rejects workplace drudgery as a noxious remnant of the Industrial Revolution. He believes work should be fun, and at AES he set out to prove it could be. Bakke sought not the empty fun of the Friday beer blast but the joy of a workplace where every person, from custodian to CEO, has the power to use his or her God-given talents free of needless corporate bureaucracy. In Joy at Work, Bakke tells how he helped create a company where every decision made at the top was lamented as a lost chance to delegate responsibility--and where all employees were encouraged to take the game-winning shot, even when it wasn't a slam-dunk. Perhaps Bakke's most radical stand was his struggle to break the stranglehold of creating shareholder value on the corporate mind-set and replace it with more timeless values: integrity, fairness, social responsibility, and a sense of fun. |
| jeffrey pfeffer power play: An Intelligent Career Michael Bernard Arthur, Svetlana N. Khapova, Julia Richardson, 2018-03-12 An Intelligent Career is a playbook for the modern knowledge worker, with clear guidance and support on taking charge of your own destiny, seeking continuous learning, collaborating with others, recognizing and acting on fresh opportunities, determining when it is time to move on, and much more. |
| jeffrey pfeffer power play: The Oxford Handbook of Leadership and Organizations David Day, 2014-05-20 As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education. |
| jeffrey pfeffer power play: Influence Without Authority Allan R. Cohen, David L. Bradford, 2011-01-11 In organizations today, getting work done requires political and collaborative skills. That’s why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the “currencies” they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources. |
| jeffrey pfeffer power play: Design is Power Francesco Galli, 2020-12-03T00:00:00+01:00 We are no longer used to critically examining the meaning of “design”, which maintains an unexplored dimension in terms of the Power that can be exercised through the cyclic act of creation, preservation and disruption. This assumption induce us focus on the contrast between the “visible” side of the act that involves all its conceptual and practical manifestations, and a hidden or “dark” side that deals with politics and power play, but that however has an major influence in the process and its hierarchical dynamics. This implies an order on the surface seems to be naturally stirred by the so-called “perceptions” that reflect the preferences of overall public opinions: however, looking deeper, all the production acts involves a carefully controlled disequillibrium influenced by social, ecological, economical and political interests. The power fl ow in the act of “design” takes into consideration the paradoxical contradiction between its potentiality and its preservation of power. |
| jeffrey pfeffer power play: The Contrarian's Guide to Leadership Steven B. Sample, 2003-04-18 Steven Sample ist President der University of Southern California, die kürzlich vom Time Magazine zum besten College Amerikas gekürt wurde. Sample genießt den Ruf eines gefürchteten und abtrünnigen Freidenkers. Darüber hinaus ist er - einzigartig für einen Mann in seiner Position - Inhaber einer Vielzahl von Patenten, auf deren Basis etwa über 200 Millionen Haushaltsgeräte hergestellt wurden. In seinem Buch The Contrarian's Guide to Leadership bringt er seine Einstellungen und Erfahrungen ein zum Thema konventionelle Führungsansichten, indem er Führungskräfte (und jene, die es noch werden wollen) dazu auffordert, sich auf einige wichtige, der Intuition zuwiderlaufende Überzeugungen zu konzentrieren. Seine einfache und bisweilen provokante Denkweise reicht bis hin zu einigen sehr komplexen und gut durchdachten Führungsthemen und gipfelt in so ungewöhnlichen Ratschlägen für Führungskräfte, wie z.B. Entscheidungen sollte man immer hinausschieben, man sollte so wenig wie möglich lesen und man sollte bei seinen Prinzipien Kompromissbereitschaft zeigen. In der Fachwelt wird Samples revolutionärer Führungsstil zwar heftig kritisiert, doch seine Erfolge sprechen für sich. The Contrarian's Guide to Leadership - Hier lernen Sie, wie auch konträre Ansichten zum gewünschten Erfolg führen. |
| jeffrey pfeffer power play: Humble Leadership Edgar H. Schein, Peter A. Schein, 2018-08-14 The more traditional forms of leadership that are based on static hierarchies and professional distance between leaders and followers are growing increasingly outdated and ineffective. As organizations face more complex interdependent tasks, leadership must become more personal in order to insure open trusting communication that will make more collaborative problem solving and innovation possible. Without open and trusting communications throughout organizations, they will continue to face the productivity and quality problems that result from reward systems that emphasize individual competition and “climbing the corporate ladder”. Authors Edgar Schein and Peter Schein recognize this reality and call for a reimagined form of leadership that coincides with emerging trends of relationship building, complex group work, diverse workforces, and cultures in which everyone feels psychologically safe. Humble Leadership calls for “here and now” humility based on a deeper understanding of the constantly evolving complexities of interpersonal, group and intergroup relationships that require shifting our focus towards the process of group dynamics and collaboration. Humble Leadership at all levels and in all working groups will be the key to achieving the creativity, adaptiveness, and agility that organizations will need to survive and grow. |
| jeffrey pfeffer power play: Embracing Senior Leadership James W. Browning, 2022-05-15 Why do so many leaders reach the senior level and fail? Simply, most are unprepared for the unique leadership roles and responsibilities a senior role requires. They hadn’t mastered the three critical factors necessary to reach the senior level and attain success. Embracing Senior Leadership provides the answers. Whether you are a senior leader looking for answers, aspire to be a senior leader, support a senior leader, or play a role as a human resources officer, recruiter, or executive coach, you will find practical strategies to hone the skills required at this level. Embracing Senior Leadership will help you master the three critical factors necessary for success: * The Job. Having in-depth knowledge and skillsets to meet the extraordinary challenges faced at the senior level and perform the required unique work. * The Ability. Having the personal readiness to perform the unique work required at the senior level. * A Plan. Having a well-thought-out transition plan once selected for a senior-level position. Embracing Senior Leadership will help you find the keys to the necessary knowledge, power, and motivation to reach the senior level, grasp the leadership reins, and thrive! |
| jeffrey pfeffer power play: Organizational Collaboration MariaLaura Di Domenico, Siv Vangen, Nik Winchester, Dev Kumar Boojihawon, Jill Mordaunt, 2020-03-25 Many organizations today operate across boundaries - both internal and external to the organization. Exploring concepts and theories about different organizational, inter-organizational and international contexts, this student reader aids understanding of the individual’s experience of working within and across such boundaries. The book adopts a critical approach to individual experience and highlights the complexities inherent in these different layers and levels of organizing. Comprising a collection of key articles and extracts presented in a readable accessible way, this book also features an introductory chapter which provides an overall critique of the book. Each part features a brief introduction before analyzing the following key themes: managing aims power and politics cultural diversity international management perspectives the darker side of collaborative arrangements Some of the readings will specifically address collaboration ‘head on’ whilst others will provide an important context or highlight significant theoretical and practical issues that are considered relevant and interesting within the framework of the themes presented. As such, this book differs from existing titles as it sits bestride collaboration and organizational behaviour / theory in order to inform learning of exchange relationships on inter-personal, intra-organizational, and inter-organizational levels. The articles included are selected as critical in approach, straddling and addressing the central contexts described above, and highlighting the experience-centred nature of learning that can be derived from the content presented. This comprehensive reference will be useful supplementary reading for organizational behaviour courses as well as core reading for those students undertaking research on collaboration. |
| jeffrey pfeffer power play: Connect David Bradford, Ph.D., Carole Robin, Ph.D., 2021-02-09 A BLOOMBERG BEST BOOK OF THE YEAR • A transformative guide to building more fulfilling relationships with colleagues, friends, partners, and family, based on the landmark Interpersonal Dynamics (“Touchy-Feely”) course at Stanford’s Graduate School of Business “Full of thoughtful, actionable advice on showing vulnerability, setting healthy boundaries, earning and restoring trust, handling feedback and conflict, and building and strengthening relationships.”—Adam Grant, #1 New York Times bestselling author of Hidden Potential The ability to create strong relationships with others is crucial to living a full life and becoming more effective at work. Yet many of us find ourselves struggling to build solid personal and professional connections or unable to handle challenges that inevitably arise when we grow closer to others. When we find ourselves in an exceptional relationship—the kind of relationship in which we feel fully understood and supported for who we are—it can seem like magic. But the truth is that the process of building and sustaining these relationships can be described, learned, and applied. David Bradford and Carole Robin taught interpersonal skills to MBA candidates for a combined seventy-five years in their legendary Stanford Graduate School of Business course Interpersonal Dynamics (affectionately known to generations of students as “Touchy-Feely”) and have coached and consulted hundreds of executives for decades. In Connect, they show readers how to take their relationships from shallow to exceptional by cultivating authenticity, vulnerability, and honesty, while being willing to ask for and offer help, share a commitment to growth, and deal productively with conflict. Filled with relatable scenarios and research-backed insights, Connect is an important resource for anyone hoping to improve existing relationships and build new ones at any stage of life. |
| jeffrey pfeffer power play: Breaking Through Gridlock Jason J. Jay, Gabriel Grant, 2017-05-22 “A field manual for change agents on how to build bridges across differences and move from talk to action.” —Adam Grant, #1 New York Times-bestselling author Think about the last time you tried to talk with someone who didn’t already agree with you about issues that matter most. How well did it go? These conversations are vital, but too often get stuck. They become contentious or we avoid them because we fear they might. What if, in these difficult conversations, we could stay true to ourselves while enriching relationships and creating powerful pathways forward? What if our divergent values provided healthy fuel for dialogue and innovation instead of gridlock and polarization? Jason Jay and Gabriel Grant invite us into a spirit of serious play, laughing at ourselves while moving from self-reflection to action. Using enlightening exercises and rich examples, Breaking Through Gridlock helps us become aware of the role we unwittingly play in getting conversations stuck. It empowers us to share what really matters—with anyone, anywhere—so that together we can create positive change in our families, organizations, communities, and society. “Our country’s future depends on our ability to reach beyond our echo chambers. Jay and Grant guide us through starting the conversations so crucial to our democracy.” —Van Jones, New York Times-bestselling author of The Green Collar Economy “We need the creativity that can be harnessed from competing perspectives to craft a thriving organization and a thriving society. This book gives people the tools to take that on.” —John Mackey, CEO, Whole Foods Market |
| jeffrey pfeffer power play: The Science of Successful Organizational Change Paul Gibbons, 2015-05-15 Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory. Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture). Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement. “New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions. In The Science of Successful Organizational Change , you'll learn: How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today’s businesses How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest—including “when to trust your guy and when to trust a model” and “when all of us are smarter than one of us” How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future–and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world What complexity theory means for decision-making in the context of your own business How to create resilient and agile business cultures and anti-fragile, dynamic business structures To link science with your on-the-ground reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank. |
| jeffrey pfeffer power play: Proactive Personality and Behavior for Individual and Organizational Productivity Andrew J DuBrin, 2013-12-27 This comprehensive book describes how proactive behavior, driven by a proactive personality, contributes to individual and organizational productivity. A consolidation of available research on the nature of proactivity in the workplace, this book explo |
| jeffrey pfeffer power play: Leading to Greatness Jim Reid, 2022-03 Leading to Greatness is a hands-on how-to leadership development program designed to guide leaders to self and organizational excellence. By applying five core leadership principles top-level executives will be primed to take their organizations and teams into the future. Principle 1: Define a crystal-clear understanding of values and purpose�and never deviate.Principle 2: Recognize core strengths and align them with passion.Principle 3: Identify and engage the right people and get them in the right seats; no leader excels at everything.Principle 4: Learn to manage energy�not time�to become fully engaged in life (and thus, leadership).Principle 5: Develop a consistent inner discipline to achieve exceptional results.Author Jim Reid combines his decades of top-level leadership and coaching experience with the best research and science available to deliver to leaders a practical and actionable plan that when consistently applied in one�s life becomes a transformative experience. Part guidebook, part workbook and part work study, Leading to Greatness delivers proof of concept of Reid�s program through detailed case studies from level-5 leaders across North America. The stunning results speak for themselves.If you are looking to take your performance�and the performance of your team�to the next level, look no further. Leading to Greatness is your ultimate tool for exceptional results and sustained success. |
Jeffrey (name) - Wikipedia
Jeffrey is a common English given name, and a variant form of the name Geoffrey (itself from a Middle French variant of Godfrey, Gottfried). [1]
Master Hairstylist | Jeffrey James Salon Suite | Philadelphia
Jeffrey James Salon Suite is home to master stylist and colorist Jeffrey Moffett. An expert in barbering, balayage, lived-in color, platinum blondes, double process blondes, brunettes, …
Meaning, origin and history of the name Jeffrey
Feb 28, 2019 · Medieval variant of Geoffrey. In America, Jeffrey has been more common than Geoffrey, though this is not true in Britain.
Jeffrey - Baby Name Meaning, Origin, and Popularity
5 days ago · The name Jeffrey is a boy's name of German, English origin meaning "pledge of peace". The mostly Americanized version of Geoffrey was a trendy mid-century hit, with …
Jeffrey: Name Meaning and Origin - SheKnows
In English Baby Names the meaning of the name Jeffrey is: Derived from one of three Old German names, meaning: district, traveler, or peaceful pledge. In French Baby Names the …
Jeffrey Name, Meaning, Origin, History, And Popularity
May 7, 2024 · Jeffrey, a masculine name of English origin, originates from Germanic roots and signifies the ‘pledge of peace.’. It is a medieval variant of the name Geoffrey, which itself is …
Jeffrey: Name, Meaning, and Origin - FirstCry Parenting
Jan 3, 2025 · The name Jeffrey means “peaceful pledge” or “God’s peace.” Its roots lie in Old German, where it combines the elements for “territory” and “peace.” The Jeffrey’s meaning …
Jeffrey: meaning, origin, and significance explained
Jeffrey is a male name of English origin that carries a deep and meaningful significance. The name Jeffrey is associated with the concept of “Peace Of A Stranger,” reflecting a sense of …
What does Jeffrey mean? - Think Baby Names
Jeffrey is a very prominent first name for males (#30 out of 1220, Top 2%) and also a very prominent last name for both adults and children (#3043 out of 150436, Top 2%). (2000 U.S. …
Lurie Autism Institute: Jeffrey Lurie funds new research ...
Jun 10, 2025 · Philadelphia Eagles owner Jeffrey Lurie is donating $50 million to the Children's Hospital of Philadelphia and Penn Medicine to create a joint initiative of autism spectrum …
Jeffrey (name) - Wikipedia
Jeffrey is a common English given name, and a variant form of the name Geoffrey (itself from a Middle French variant of Godfrey, Gottfried). [1]
Master Hairstylist | Jeffrey James Salon Suite | Philadelphia
Jeffrey James Salon Suite is home to master stylist and colorist Jeffrey Moffett. An expert in barbering, balayage, lived-in color, platinum blondes, double process blondes, brunettes, …
Meaning, origin and history of the name Jeffrey
Feb 28, 2019 · Medieval variant of Geoffrey. In America, Jeffrey has been more common than Geoffrey, though this is not true in Britain.
Jeffrey - Baby Name Meaning, Origin, and Popularity
5 days ago · The name Jeffrey is a boy's name of German, English origin meaning "pledge of peace". The mostly Americanized version of Geoffrey was a trendy mid-century hit, with …
Jeffrey: Name Meaning and Origin - SheKnows
In English Baby Names the meaning of the name Jeffrey is: Derived from one of three Old German names, meaning: district, traveler, or peaceful pledge. In French Baby Names the …
Jeffrey Name, Meaning, Origin, History, And Popularity
May 7, 2024 · Jeffrey, a masculine name of English origin, originates from Germanic roots and signifies the ‘pledge of peace.’. It is a medieval variant of the name Geoffrey, which itself is …
Jeffrey: Name, Meaning, and Origin - FirstCry Parenting
Jan 3, 2025 · The name Jeffrey means “peaceful pledge” or “God’s peace.” Its roots lie in Old German, where it combines the elements for “territory” and “peace.” The Jeffrey’s meaning …
Jeffrey: meaning, origin, and significance explained
Jeffrey is a male name of English origin that carries a deep and meaningful significance. The name Jeffrey is associated with the concept of “Peace Of A Stranger,” reflecting a sense of …
What does Jeffrey mean? - Think Baby Names
Jeffrey is a very prominent first name for males (#30 out of 1220, Top 2%) and also a very prominent last name for both adults and children (#3043 out of 150436, Top 2%). (2000 U.S. …
Lurie Autism Institute: Jeffrey Lurie funds new research ...
Jun 10, 2025 · Philadelphia Eagles owner Jeffrey Lurie is donating $50 million to the Children's Hospital of Philadelphia and Penn Medicine to create a joint initiative of autism spectrum …
