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...

Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies....

The author of Power, Stanford business school professor, and a leading management thinker offers a hard-hitting dissection of the leadership industry and ways to make workplaces and careers work better....

Although much has 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....

One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real wor...

Additional resources to accompany Power Dynamics in Leadership and Coaching: A Fireside Chat with Janus Adams webinar.

In this fireside chat, IOC’s director of education, Pamela Larde, will be joined by historian and Emmy award-winning journalist, Janus Adams to discuss how imbalanced power d...

We studied employees who were promoted into a leadership role from within their work group and explored how they dealt, psychologically, with being both a leader and a friend of their subordinates....

We propose a social comparison-based framework in which leaders' meta-perceptions of power relative to their followers can be a source of envy, which can then lead to varied behaviors. We provide a model summarizing the main points of this framework, and develop propositions discussing how and when these effects operate....

In an attempt to explain why the gender gap in leadership positions persists, we propose a model centered on legitimacy. When women hold powerful positions, they have a harder time than men eliciting respect and admiration (i.e., status) from subordinates. As a result, female power-holders are seen as less legitimate than male power-holders....