Pfeffer’s Power:  DeMarco Banter and an Attempt to Understand Power

My initial encounter with Jeffrey Pfeffer’s writings occurred a few years back when I delved into his book “Leadership BS.” Admittedly, I wasn’t greatly impressed by the book initially and hoped it would provoke a critical dialogue among our students, which, regrettably, it didn’t – a topic that perhaps merits its own discussion. Despite my initial skepticism, several colleagues of mine consistently praised Pfeffer’s robust work, highlighting his particular emphasis on power dynamics. This perspective gained a new dimension during my doctoral research, where I stumbled upon Pfeffer’s insights once more. My renewed interest was further cemented when reading Sir Lawrence Freedman’s “STRATEGY, A History,” which led me to reevaluate not only “Leadership BS” but also the broader concept of power in organizational contexts.

WHO?

Jeffrey Pfeffer is a prominent American business theorist and the Thomas D. Dee II Professor of Organizational Behavior at Stanford University’s Graduate School of Business. Born on July 23, 1946, Pfeffer earned his Bachelor’s degree from Carnegie Mellon University and his Ph.D. from Stanford.

Pfeffer’s extensive career in academia focuses on issues of power, organizational design, and human resource management. His research examines the correlation between people management practices and organizational success, and he is particularly known for his work on the effective use of power in organizations.

He has authored or co-authored over 15 books, with notable titles including “Power: Why Some People Have It—and Others Don’t,” “The Human Equation: Building Profits by Putting People First,” and “Leadership BS: Fixing Workplaces and Careers One Truth at a Time.” His books and numerous articles in academic journals, business magazines, and mainstream media have significantly influenced both academic thought and practical approaches to business management.

As an educator, Pfeffer has taught at business schools such as Harvard, London Business School, Singapore Management University, and IESE in Barcelona. He is also a sought-after speaker and consultant for corporations, government agencies, and non-profit organizations worldwide.

Pfeffer’s work is distinguished by its emphasis on real-world application and critical analysis of established management practices, challenging conventional wisdom and advocating for evidence-based management approaches.

POWER

In academic contexts, concepts like power, leadership, and organization are defined with a level of precision and depth that reflects their complexity and importance in various fields of study, including business, sociology, psychology, and political science. Here are some academic definitions of these terms:

• Power: In the academic sense, power is typically defined as the ability to influence the behavior of others to achieve certain objectives. It is often seen as the capacity to effect or prevent change, and it can be exercised in various ways, including through authority, persuasion, coercion, or manipulation. Power can be derived from various sources, such as one’s position within an organization, personal attributes, expertise, control over resources, or social relationships.
• Leadership: Leadership is commonly defined as the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish shared objectives. Leadership involves setting a direction or vision, motivating people, and coordinating and balancing the conflicting interests of all members or stakeholders. Leadership styles and effectiveness can vary significantly based on the leader’s personal characteristics, the context, and the needs of the people they are leading.
• Organization: In an academic context, an organization is understood as a group of people who work together in a structured and coordinated way to achieve a set of goals or objectives. Organizations can range from small groups or teams to large multinational corporations or international institutions. They are characterized by their structures (hierarchical, flat, matrix, etc.), cultures, processes, and goals. The study of organizations encompasses understanding how they are formed, how they operate, how they affect and are affected by the people within them, and how they interact with their external environment.

These definitions reflect the multifaceted and interdisciplinary nature of these concepts, as they are studied and applied across various academic disciplines. The definitions also underscore the dynamic and context-dependent nature of power, leadership, and organizations.

PFEFFER ON POWER

Jeffrey Pfeffer’s views on power as a crucial organizational resource emphasize that power, more than formal authority, is central to achieving desired outcomes in corporate settings. According to Pfeffer, here’s who typically holds such power and how it can be acquired:

• Who Has Power:
  • Top Executives: Individuals at the top of the organizational hierarchy, like CEOs and board members, typically wield significant power due to their control over strategic decisions and resources.
  • Middle Managers with Strategic Roles: Managers who are in charge of key departments or who have access to critical information can also be powerful.
  • Individuals with Unique Expertise or Knowledge: Employees who possess specialized skills or critical organizational knowledge can hold power, especially if this expertise is scarce and in high demand.
  • Networked Individuals: People who have built extensive networks within and outside the organization often have power. These networks provide them with information, support, and influence.
  • Informal Leaders: These are individuals who, regardless of their formal position, have earned respect and influence within the organization.
• How to Acquire Power:
  • Building Relationships: Cultivating a broad network of relationships, especially with influential people, is a key way to acquire power. This includes both internal relationships within the organization and external ones.
  • Gaining Expertise and Unique Knowledge: Developing specialized skills or acquiring unique knowledge that is valuable to the organization can enhance an individual’s power.
  • Controlling Critical Resources: Having control over resources that are critical to the organization’s operations, such as budgets, personnel, or key technologies, can be a source of power.
  • Understanding the Organizational Culture and Politics: Being savvy about the organization’s culture and political landscape, and knowing how to navigate these effectively, can increase one’s influence.
  • Being Visible and Taking Initiative: Gaining visibility through notable achievements, volunteering for high-profile projects, or taking on challenging tasks can enhance an individual’s power base.
  • Strategic Positioning: Positioning oneself in roles or departments that are central to the organization’s core operations or future strategy can provide more power.

Pfeffer argues that power is not just about holding a high-ranking position; it’s more about having the capacity to influence decisions and outcomes. This influence can stem from various sources, including but not limited to one’s formal role. He emphasizes the practical aspects of gaining and using power, often advocating for a realistic, if sometimes unsentimental, approach to navigating organizational dynamics.

SOURCES OF POWER

Jeffrey Pfeffer identifies several sources of power in organizations. Here are examples for each of these sources:

• Personal Attributes:
  • Charisma: A charismatic leader inspires and motivates employees, often creating a loyal following within the organization.
  • Emotional Intelligence: An individual with high emotional intelligence can effectively navigate interpersonal relationships and organizational politics.
• Expertise:
  • Technical Expert: An engineer with deep knowledge in a specialized, cutting-edge technology crucial to the company’s products.
  • Market Knowledge: A marketing executive with extensive knowledge about consumer trends and market dynamics in the industry.
• Positional Power:
  • CEO: The CEO has the ultimate decision-making authority in an organization and can shape its strategic direction.
  • Department Head: A department head can influence decisions within their department, impacting resource allocation and project priorities.
• Control Over Resources:
  • Budget Controller: A finance manager who oversees the company’s budget has power over which projects get funded.
  • Human Resources Manager: Control over staffing and promotions gives an HR manager power in shaping the workforce.
• Social Networks:
  • Well-connected Manager: A manager who has built a vast network of contacts within and outside the industry can leverage these connections for information, support, or opportunities.
  • Cross-Departmental Liaison: An individual who works across various departments and has built a network throughout the organization can influence through information flow and collaboration.

These examples demonstrate how power in organizations can stem from various sources, not just from formal authority or position. Understanding these sources of power can be crucial for effectively navigating and influencing organizational dynamics.

POWER:  HOW TO GET IT?

According to Jeffrey Pfeffer, understanding and managing internal politics is a critical skill for gaining and maintaining power in organizations. Here are key strategies and insights based on Pfeffer’s work for achieving this:

• Understand the Organizational Landscape:
  • Identify Key Players: Recognize who holds power and influence in the organization, including formal and informal leaders.
  • Map Power Dynamics: Understand the relationships between different individuals and groups, including allies, adversaries, and neutral parties.
  • Recognize the Unwritten Rules: Every organization has a culture and set of unwritten rules that govern behavior. Understanding these can provide insights into how decisions are made and who influences them.
• Build Strategic Alliances and Networks:
  • Cultivate Relationships: Develop and maintain relationships across different levels and departments. Networking isn’t just about knowing people; it’s about building meaningful connections.
  • Create Coalitions: Align with individuals or groups that have similar interests or goals. These alliances can provide mutual support in achieving objectives.
• Develop a Reputation for Competence and Reliability:
  • Deliver Results: Consistently delivering on commitments builds credibility and trust, which are essential for accumulating power.
  • Showcase Expertise: Being recognized for your expertise in key areas can make you an indispensable part of the organization.
• Engage in Persuasion and Influence Tactics:
  • Effective Communication: Tailor your communication style to your audience. Persuasive communication is key in influencing others and advocating for your ideas.
  • Leverage Information: Information is a powerful tool. Being knowledgeable or having access to important information can significantly increase your influence.
• Adapt and Be Politically Savvy:
  • Read the Room: Be sensitive to the dynamics at play in meetings and other interactions. Understand when to push forward and when to back off.
  • Navigate Conflicts Carefully: Conflicts are inevitable. Handling them diplomatically can help maintain relationships and credibility.
• Balance Self-Interest with Organizational Goals:
  • Align Goals: While pursuing personal power, align your objectives with the organization’s goals. This alignment makes your efforts more likely to be supported and less likely to be viewed as purely self-serving.
• Learn from Experiences:
  • Reflect on Interactions: Regularly assess what works and what doesn’t in your interactions with others.
  • Seek Feedback: Openness to feedback can provide insights into how others perceive you and how you can improve your political skills.

Pfeffer emphasizes that power is not inherently negative; it’s a tool that, when used ethically and effectively, can lead to positive outcomes for both individuals and organizations. Understanding and managing internal politics is about navigating the complex landscape of human relationships and organizational structures to achieve both personal and organizational objectives.

NAVIGATING POWER

Jeffrey Pfeffer offers several insights on how to understand and effectively navigate power structures in organizations. These strategies are designed to help individuals recognize where power resides, how it operates, and how to effectively engage with it. Here’s a summary of his key points:

• Identify the Sources of Power: Understand where power comes from within the organization. This includes formal sources like positions of authority, as well as informal sources like expertise, access to information, or network connections.
• Analyze the Organizational Structure and Culture: Every organization has its unique structure and culture which influence how power is distributed and exercised. Understanding these aspects helps in predicting how decisions are made and who influences them.
• Build a Broad Network: Cultivate relationships across different levels and departments within the organization. Networking is not just about knowing people, but also about building alliances and coalitions that can provide support and resources when needed.
• Demonstrate Competence and Reliability: Gaining respect and influence often comes from being seen as competent and reliable. Delivering on commitments and showing expertise in your area can enhance your credibility and power.
• Develop Political Skill: This includes the ability to read social situations, understand others’ motivations, effectively communicate, and influence others. Being politically savvy also means knowing how to navigate conflicts and negotiations tactfully.
• Leverage and Manage Dependencies: Power often comes from being in a position where others depend on you for resources, information, or decision-making. Understanding and managing these dependencies can enhance your influence.
• Stay Informed and Be Proactive: Keep abreast of organizational changes, external factors affecting the organization, and internal dynamics. Being informed allows you to anticipate changes in the power structure and adapt accordingly.
• Use Power Ethically and Responsibly: While accumulating power is important, it is equally crucial to use it ethically and responsibly. This includes aligning your actions with the organization’s goals and considering the broader impact of your decisions.
• Balance Confidence with Humility: While confidence is necessary to assert yourself and your ideas, balancing it with humility helps maintain relationships and keeps you open to learning and adapting.
• Learn from Experiences and Feedback: Reflect on your experiences, learn from successes and failures, and be open to feedback. This continuous learning approach helps in refining your strategies to navigate power structures effectively.

Pfeffer emphasizes that understanding and navigating power structures is not about manipulation or coercion; it’s about strategically positioning oneself to make positive contributions to the organization while advancing personal and professional goals. These strategies require a combination of self-awareness, social skill, and a deep understanding of the organizational context.

NEGATIVE SIDE OF POWER

Jeffrey Pfeffer, in his examination of power dynamics within organizations, acknowledges several unsavory aspects of power struggles that are often considered a necessary part of organizational life. These include:

• Zero-Sum Nature of Power: Power struggles can sometimes be zero-sum, meaning one person’s gain in power can come at the expense of someone else’s. This competitive aspect can lead to conflict and tension within the organization.
• Office Politics: Engaging in office politics often involves maneuvering and strategizing to gain advantage, which can sometimes lead to underhanded tactics like backstabbing, gossip, or forming cliques.
• Ethical Compromises: In the pursuit of power, individuals may sometimes be tempted to compromise their ethics, such as manipulating information, taking undue credit, or undermining colleagues.
• Stress and Anxiety: The constant need to maintain and enhance one’s power within an organization can lead to significant stress and anxiety. This is especially true in highly competitive environments.
• Relationship Strain: Power struggles can strain relationships among colleagues, as individuals may view each other more as competitors than collaborators. This can harm team cohesion and overall organizational culture.
• Focus on Self-Interest: The pursuit of power might lead individuals to prioritize their own interests over the organization’s goals or the well-being of their colleagues, which can be detrimental to teamwork and organizational success.
• Risk of Retaliation: Those who engage in power struggles and come out on top may face retaliation from those they have surpassed or marginalized.
• Short-Term Focus: In the quest for power, there can be a tendency to focus on short-term gains rather than long-term organizational health and sustainability.
• Dependency and Insecurity: Gaining power often means becoming more visible and integral to an organization, which can lead to a sense of vulnerability and a fear of losing one’s position or influence.
• Moral Disengagement: Individuals involved in power struggles may justify unethical actions by mentally disengaging from the moral standards they would normally uphold.

Pfeffer doesn’t necessarily endorse these aspects, but rather acknowledges their existence as a real part of organizational dynamics. He advocates for understanding these realities in order to more effectively navigate them. The key is balancing the pursuit of power with ethical considerations and a focus on the greater good of the organization.

POWER AND ETHICS

Jeffrey Pfeffer, while recognizing the realities of power dynamics in organizations, also provides guidance on how to use power ethically and responsibly for the betterment of the organization and its stakeholders. Here are some of his key recommendations:

• Align Power with Organizational Goals: Use your influence and authority to further the objectives of the organization, not just personal ambitions. This involves aligning your actions with the organization’s mission and values.
• Promote a Positive Work Environment: Use your power to create a workplace that is fair, inclusive, and conducive to employee well-being and development. This can include advocating for policies that support work-life balance, diversity, and employee engagement.
• Make Decisions Based on Evidence and Fairness: When making decisions, especially those affecting employees, base them on objective criteria and evidence rather than personal biases or favoritism. This approach promotes fairness and transparency.
• Mentor and Develop Others: Use your position to mentor and develop employees. Helping others grow in their careers not only benefits them but also strengthens the organization.
• Encourage Open Communication: Foster an environment where employees feel comfortable sharing ideas, concerns, and feedback. Open communication can lead to better decision-making and a more engaged workforce.
• Practice Ethical Leadership: Model ethical behavior and hold yourself and others accountable to high ethical standards. This includes being honest, transparent, and responsible in your actions.
• Empower Others: Instead of hoarding power, empower employees by delegating authority and encouraging initiative. This not only develops their skills but also promotes a sense of ownership and commitment to the organization’s goals.
• Balance Competitiveness with Collaboration: While competition can drive innovation and efficiency, it’s important to balance this with collaboration and teamwork. Promote a culture where sharing information and supporting each other is valued.
• Be Cognizant of the Impact of Your Decisions: Understand that decisions you make can have far-reaching implications on employees, customers, and other stakeholders. Consider these impacts carefully.
• Reflect and Seek Feedback: Regularly reflect on your use of power and be open to feedback. This self-awareness can help you recognize any unintended negative consequences of your actions and adjust accordingly.

By adhering to these principles, leaders can use power in a way that not only benefits them personally but also contributes positively to the organization and its stakeholders. Pfeffer’s approach underscores the importance of ethical responsibility in the exercise of power.

IN THE END

In conclusion, Jeffrey Pfeffer emerges as a preeminent voice in the literature on power within organizational contexts. His comprehensive work underscores a fundamental reality: power is an inescapable and pervasive force in any organizational structure. Rather than shying away from this reality, Pfeffer provides a roadmap for understanding and effectively navigating the complex dynamics of power. His insights offer valuable guidance for leaders seeking to wield power responsibly and ethically, aiming to balance personal advancement with the greater good of their organizations. Through his rigorous analysis and pragmatic approach, Pfeffer doesn’t just illuminate the paths to acquiring and using power; he also encourages a deeper reflection on the ethical implications and responsibilities that come with it. In essence, Pfeffer’s work is a crucial resource for anyone looking to grasp the nuances of power and its critical role in leadership and organizational success.