Power audiobook cover - Why Some People Have It And Others Don’t

Power

Why Some People Have It And Others Don’t

Jeffrey Pfeffer

4.2 / 5(111 ratings)
Start ListeningDownloadQR code that opens AudiobookHub on the App StoreTry free on iPhoneScan to start in 5 seconds

If You're Curious About These Questions...

You should listen to this audiobook

Listen to Power — Free Audiobook

Loading player...

Key Takeaways from Power

Learning Tools

Reinforce what you learned from Power

Mind Map

Power
The Illusion of Fairness+
Developing Leadership Qualities+
Strategic Positioning+
Standing Out & Visibility+
Building Alliances+
Projecting Power+
Managing Reputation+
Handling Conflict & Failure+

Quiz — Test Your Understanding

Question 1 of 9
According to the text, why do many people fail to learn from the success of ruthless or underhanded colleagues?
  • A. They assume the world is fair and that bad behavior will eventually be punished.
  • B. They believe that adopting such tactics requires genetic traits they do not possess.
  • C. They are too focused on improving their own job performance ratings to notice others.
  • D. They lack the energy and confidence required to execute ruthless strategies.
Question 2 of 9
Which of the following is highlighted as the most visible quality associated with leadership?
  • A. Empathy
  • B. Confidence
  • C. High job performance
  • D. Ruthlessness
Question 3 of 9
How can you identify the most powerful departments within a company?
  • A. By looking at the department with the highest number of entry-level employees.
  • B. By finding the department that generates the highest percentage of the company's revenue.
  • C. By assessing relative pay, physical proximity to senior management, and committee representation.
  • D. By identifying the department that interacts most frequently with external clients.
Question 4 of 9
What did the study by Frank Flynn and Vanessa Lake reveal about asking for favors?
  • A. People generally underestimate how many requests they need to make to get help.
  • B. People overestimate the number of people they have to ask for a favor by a factor of three.
  • C. Managers are less likely to promote employees who ask for help too frequently.
  • D. Asking for help is often perceived as a sign of weakness and lack of confidence.
Question 5 of 9
How did Democrat Willie Brown secure support from ideologically-opposed Republican legislators?
  • A. He used aggressive tactics to intimidate them into voting for his legislation.
  • B. He offered them highly-paid positions in powerful departments in exchange for votes.
  • C. He publicly embarrassed them to force compliance on key issues.
  • D. He previously chaired a committee where he treated them with respect and fairness.
Question 6 of 9
According to psychologist Larissa Tiedens, what is a successful strategy for displaying dominant behavior and being perceived as strong?
  • A. Speaking rapidly to dominate the conversation.
  • B. Always smiling to make others feel happy and at ease.
  • C. Displaying anger when disagreeing with something.
  • D. Avoiding eye contact to maintain an air of mystery.
Question 7 of 9
What concept explains why an audience believed a comedian's fake theories simply because he was introduced as a PhD?
  • A. The just-world hypothesis
  • B. Empathy
  • C. Cognitive discounting
  • D. Reciprocity
Question 8 of 9
What is a key ground rule for dealing with conflict if you want to become powerful?
  • A. Avoid confrontation at all costs to maintain a peaceful work environment.
  • B. Engage in every conflict to prove your dominance to your peers.
  • C. Always offer your opponents a graceful way to retreat so you don't make permanent enemies.
  • D. Ensure that your opponents are completely humiliated so they never challenge you again.
Question 9 of 9
What does the author suggest as a way to promote yourself without being perceived as arrogant?
  • A. Get someone else, like a PR firm, to promote you.
  • B. Only mention your successes during formal performance reviews.
  • C. Attribute all your successes entirely to your team.
  • D. Wait quietly for your boss to notice your hard work.

Power — Full Chapter Overview

Power Summary & Overview

Power (2010) is a realpolitik guide to leading a successful career. It offers unusual insights and advice you wouldn’t normally find in other career literature, with tips and techniques you can start using now to achieve long-term success.

Who Should Listen to Power?

  • Anyone who is launching a career
  • Anyone who wants to get promoted
  • Anyone who works in politics

About the Author: Jeffrey Pfeffer

Jeffrey Pfeffer is a professor at Stanford University, specializing in organizational behavior.

🎧
Listen in the AppOffline playback & background play
Get App