Jeffrey Pfeffer is a renowned American business theorist, holding the position of Thomas D. Dee II Professor of Organisational Behaviour at Stanford Graduate School of Business since 1979. Born on July 23, 1946, in St. Louis, Missouri, Pfeffer earned his BS and MS from Carnegie Mellon University and a PhD in Business Administration (Organisational Behaviour) from Stanford University. With a prolific academic career, Pfeffer has authored or co-authored over 16 books and 160 articles and delivered lectures on power, politics and HRM in organisations to over 40 countries, shaping the fields of management, power, and organisational politics.
As a learner in the field of organisational behaviour and development, I found Pfeffer's contribution very interesting and realistic. His vision much resonates with the current realities of organisations.
Knowledge originates from theory, which leads to information, and ultimately, wisdom (mental and thinking ability) emerges. In the same way, Pfeffer’s ideas resonate with the earlier thinkers, or we can say that the theoretical roots and historical connections of Pfeffer’s ideas on power and politics are found in:
After scanning the outlook of earlier and contemporary scholars and thinkers on power and politics, each one, despite belonging to different demographics and fields of study, was persuaded that power and political skills are prime factors in achieving organisational success and effective leadership.
Pfeffer’s Core Arguments on Power:
Pfeffer argues that power is not related to fundamental authority but to the ability to get things done, despite the resistance of others (Managing with Power: Politics and Influence in Organisation, Book, 1992). When you articulate this argument, you can find the elements of both power and politics. The first part talks about what the real power means, and the latter part highlights the use of political skills by controlling the resistance. For example, in India (2004-2014), while Dr. Singh held the title of Prime Minister, many saw the real power (ability to get things done) resting with Mrs. Gandhi.
Not everybody is born with the power, a real one. Pfeffer argues that power can be built, earned and strategised. Built through personal traits like communication skills, charisma, and confidence. Earned through gaining formal authority or position. Strategised by enhancing one’s current power base for future growth.
Pfeffer defines power as influence and control over outcomes, people in the organisations and resources (information, money, support, access). Power is not always associated with negative or dirty words. It serves organisational success when aligned with group goals; when it serves personal rather than organisational objectives, it makes it “dirty.”
Pfeffer’s Core Arguments on Politics
Based on the data (Understanding Power in the Organisations,1992), Pfeffer stated that politics is inseparable from organisations, and organisations are ultimately a political entity.
So, we can conclude that political skills are critical, and political acumen helps solve conflicts, overcome resistance, and outperform competition by understanding dependence patterns, identifying key actors and assessing power dynamics. Leadership success depends on reading the political map, not avoiding it. Political tactics (networking, credibility, alliances and relationships) often outweigh formal performance metrics. Your achievement or hard work alone does not bring power; it must be visible to key decision makers.
Pfeffer suggests networking both with powerful individuals and weak ties, as weak ties often offer unique opportunities and support. Help them, they owe you their support. Success comes from combining political skill with power management; the combination of both can achieve unimaginable things.
Seven Rules of Power
Jeffrey Pfeffer, in his Seven Rules of Power (2022), gives stress of seven rules that create a path to gain, consolidate and manage power.
1. Get out of your way:
Self-doubt, fear of failure, and impostor syndrome are common hurdles that can hold people back from realising their potential. The greatest obstacle to power is often internal. To attain and maintain power in the long run, it's essential to begin by gaining a deep understanding of yourself.
2. Break the rules
Two kinds of people shape the world: those who follow rules and those who break them to forge new ones. Deng Xiaoping exemplifies the latter. As China's leader in the 1970s and 1980s, he defied traditional communist principles by opening the market to foreign industry and enabling Chinese companies to operate abroad. This shift, though contradictory to the ideology of Marx, Lenin, Stalin, and Mao, propelled China to become a global manufacturing hub, driving economic growth and stability.
3. Appear powerful, confident, and attractive
Power without visible impact is futile. Perception is reality, and as the saying goes, 'what is seen is what is sold' (jo dikhta hai, wahi bikta hai). True power must be reflected in actions and behaviour to have any meaningful effect.
4. Build a powerful brand
Brand building involves enhancing visibility and reputation by strategically establishing connections with influential individuals and organising impactful events
5. Network relentlessly
Cultivate a wide network with a mix of weak ties and powerful connections to maximise opportunities.
6. Use your power
Power grows when you use it to act decisively and demonstrate your influence, as this attracts more supporters and opportunities
7. Success excuses almost everything
Once you've achieved power and success, the journey often fades into the background, and focus shifts to effectiveness. Rather than dwelling on potential backlash, prioritise achieving your objectives. The struggles and efforts become worthwhile when you reach your goals and receive recognition.
Cost and Risk Associated with Power
Power, like a double-edged sword, has its pros and cons. Along with benefits, it carries inherent costs and risks:
1. Greater visibility and scrutiny
Those in positions of power are constantly under the microscope, subject to intense scrutiny and surveillance. Every action, gesture, and decision is closely monitored and analysed by others. For instance, public figures like Prime Minister Modi are often under constant observation, with their speaking style, demeanour, habits, and work patterns being closely tracked and critiqued.
2. Loss of autonomy and increased demand
With great power comes great responsibility (Spider-Man Movie), and often, a loss of personal autonomy. As expectations from others rise, individuals in power must exercise caution in their actions and decisions. A notable example is Finland's former Prime Minister Sanna Marin, who faced backlash and ultimately resigned after a video surfaced showing her socialising and drinking with friends. The incident highlights the scrutiny and high standards that come with leadership positions, where personal life can become public fodder.
3. Trust issues and risk of losing power
Those in power often grapple with trust issues, constantly fearing that someone close to them might usurp their authority. This paranoia can lead to drastic consequences, as seen in the case of Saddam Hussein, who ruthlessly eliminated perceived threats, including relatives and friends, in a bid to consolidate his power.
According to Jeffrey Pfeffer, acquiring power within an organisation is crucial, as it correlates with improved health, longevity, and overall well-being. Conversely, a lack of power can lead to anxiety and feelings of helplessness. The dynamics of power are inherent to human nature, making it a game that organisations play, where you either participate or lose by default.
In the pursuit of organisational effectiveness, leadership, and influence, understanding and leveraging power are essential. Power is a key driver of change and implementation. To wield power effectively, one must be relentless and focused, avoiding the waste of political capital on non-essential issues.
As the adage goes, "He who has the gold makes the rules." (jiski lathi uski bhains) This timeless principle underscores the importance of power in shaping outcomes and achieving success.
- Kautilya’s Arthashastra (India Economist): The saptanga theory (seven limbs of power) in which Kautilya talks about the kingdom's power dynamics in seven limbs like the king, amatya, durga, etc. And mandala theory (circle of state) emphasises positional power, alliances, and networking.
- Francis Bacon (British Philosopher): Famously coined: “knowledge is power.” Someone with pure and sound knowledge must have power, influence, control and authority.
- Michel Foucault (French Historian): Explained that Bacon's “data is the new oil” articulation as informational power. He connects power with knowledge; someone having power directs the flow of information, knowledge and wisdom. He argued that power is not merely repressive, it is also productive, defines behaviour, truth, and social regulations.
After scanning the outlook of earlier and contemporary scholars and thinkers on power and politics, each one, despite belonging to different demographics and fields of study, was persuaded that power and political skills are prime factors in achieving organisational success and effective leadership.
Pfeffer’s Core Arguments on Power:
Pfeffer argues that power is not related to fundamental authority but to the ability to get things done, despite the resistance of others (Managing with Power: Politics and Influence in Organisation, Book, 1992). When you articulate this argument, you can find the elements of both power and politics. The first part talks about what the real power means, and the latter part highlights the use of political skills by controlling the resistance. For example, in India (2004-2014), while Dr. Singh held the title of Prime Minister, many saw the real power (ability to get things done) resting with Mrs. Gandhi.
Not everybody is born with the power, a real one. Pfeffer argues that power can be built, earned and strategised. Built through personal traits like communication skills, charisma, and confidence. Earned through gaining formal authority or position. Strategised by enhancing one’s current power base for future growth.
Pfeffer defines power as influence and control over outcomes, people in the organisations and resources (information, money, support, access). Power is not always associated with negative or dirty words. It serves organisational success when aligned with group goals; when it serves personal rather than organisational objectives, it makes it “dirty.”
Pfeffer’s Core Arguments on Politics
Based on the data (Understanding Power in the Organisations,1992), Pfeffer stated that politics is inseparable from organisations, and organisations are ultimately a political entity.
So, we can conclude that political skills are critical, and political acumen helps solve conflicts, overcome resistance, and outperform competition by understanding dependence patterns, identifying key actors and assessing power dynamics. Leadership success depends on reading the political map, not avoiding it. Political tactics (networking, credibility, alliances and relationships) often outweigh formal performance metrics. Your achievement or hard work alone does not bring power; it must be visible to key decision makers.
Pfeffer suggests networking both with powerful individuals and weak ties, as weak ties often offer unique opportunities and support. Help them, they owe you their support. Success comes from combining political skill with power management; the combination of both can achieve unimaginable things.
Seven Rules of Power
Jeffrey Pfeffer, in his Seven Rules of Power (2022), gives stress of seven rules that create a path to gain, consolidate and manage power.
1. Get out of your way:
Self-doubt, fear of failure, and impostor syndrome are common hurdles that can hold people back from realising their potential. The greatest obstacle to power is often internal. To attain and maintain power in the long run, it's essential to begin by gaining a deep understanding of yourself.
2. Break the rules
Two kinds of people shape the world: those who follow rules and those who break them to forge new ones. Deng Xiaoping exemplifies the latter. As China's leader in the 1970s and 1980s, he defied traditional communist principles by opening the market to foreign industry and enabling Chinese companies to operate abroad. This shift, though contradictory to the ideology of Marx, Lenin, Stalin, and Mao, propelled China to become a global manufacturing hub, driving economic growth and stability.
3. Appear powerful, confident, and attractive
Power without visible impact is futile. Perception is reality, and as the saying goes, 'what is seen is what is sold' (jo dikhta hai, wahi bikta hai). True power must be reflected in actions and behaviour to have any meaningful effect.
4. Build a powerful brand
Brand building involves enhancing visibility and reputation by strategically establishing connections with influential individuals and organising impactful events
5. Network relentlessly
Cultivate a wide network with a mix of weak ties and powerful connections to maximise opportunities.
6. Use your power
Power grows when you use it to act decisively and demonstrate your influence, as this attracts more supporters and opportunities
7. Success excuses almost everything
Once you've achieved power and success, the journey often fades into the background, and focus shifts to effectiveness. Rather than dwelling on potential backlash, prioritise achieving your objectives. The struggles and efforts become worthwhile when you reach your goals and receive recognition.
Cost and Risk Associated with Power
Power, like a double-edged sword, has its pros and cons. Along with benefits, it carries inherent costs and risks:
1. Greater visibility and scrutiny
Those in positions of power are constantly under the microscope, subject to intense scrutiny and surveillance. Every action, gesture, and decision is closely monitored and analysed by others. For instance, public figures like Prime Minister Modi are often under constant observation, with their speaking style, demeanour, habits, and work patterns being closely tracked and critiqued.
2. Loss of autonomy and increased demand
With great power comes great responsibility (Spider-Man Movie), and often, a loss of personal autonomy. As expectations from others rise, individuals in power must exercise caution in their actions and decisions. A notable example is Finland's former Prime Minister Sanna Marin, who faced backlash and ultimately resigned after a video surfaced showing her socialising and drinking with friends. The incident highlights the scrutiny and high standards that come with leadership positions, where personal life can become public fodder.
3. Trust issues and risk of losing power
Those in power often grapple with trust issues, constantly fearing that someone close to them might usurp their authority. This paranoia can lead to drastic consequences, as seen in the case of Saddam Hussein, who ruthlessly eliminated perceived threats, including relatives and friends, in a bid to consolidate his power.
According to Jeffrey Pfeffer, acquiring power within an organisation is crucial, as it correlates with improved health, longevity, and overall well-being. Conversely, a lack of power can lead to anxiety and feelings of helplessness. The dynamics of power are inherent to human nature, making it a game that organisations play, where you either participate or lose by default.
In the pursuit of organisational effectiveness, leadership, and influence, understanding and leveraging power are essential. Power is a key driver of change and implementation. To wield power effectively, one must be relentless and focused, avoiding the waste of political capital on non-essential issues.
As the adage goes, "He who has the gold makes the rules." (jiski lathi uski bhains) This timeless principle underscores the importance of power in shaping outcomes and achieving success.
- submitted by Sparsh Verma (Ph.D. Scholar)
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