Jeffrey Pfeffer Books
Jeffrey Pfeffer is a professor of organizational behavior at Stanford University's Graduate School of Business. He is known for his research on power, leadership, and workplace dynamics, and has authored numerous influential books in management and organizational theory.
Known for: 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career, Dying For A Paycheck: How Modern Management Harms Employee Health And Company Performance—And What We Can Do About It, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, Leadership BS: Fixing Workplaces and Careers One Truth at a Time, Power: Why Some People Have It and Others Don't
Books by Jeffrey Pfeffer
7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career
In this book, leadership scholar Jeffrey Pfeffer distills decades of research on power dynamics into seven practical rules for achieving influence and success. Drawing on real-world examples from busi...
Dying For A Paycheck: How Modern Management Harms Employee Health And Company Performance—And What We Can Do About It
In this book, Stanford professor Jeffrey Pfeffer examines how modern management practices—such as long working hours, job insecurity, and work-family conflict—are damaging employees’ health and well-b...
Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management
This book advocates for evidence-based management, urging leaders to make decisions grounded in data and research rather than intuition or conventional wisdom. Pfeffer and Sutton expose common manager...
Leadership BS: Fixing Workplaces and Careers One Truth at a Time
In Leadership BS, Jeffrey Pfeffer exposes the shortcomings of the modern leadership industry, arguing that much of what is taught about leadership is disconnected from reality. Drawing on research and...
Power: Why Some People Have It and Others Don't
This book explores the dynamics of power in organizations and society, explaining why certain individuals succeed in gaining influence while others do not. Drawing on extensive research and real-world...
Key Insights from Jeffrey Pfeffer
Rule 1 – Get Out of Your Own Way
The first obstacle to power isn’t other people—it’s ourselves. As I’ve watched careers unfold, the pattern that emerges isn’t lack of opportunity, but self-sabotage. People hesitate to assert themselves. They worry about appearing too ambitious or fear the criticism that comes with stepping forward....
From 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career
Rule 2 – Break the Rules
The essence of real power is unconventionality. Every organization has a script—a set of established norms about how one should behave, whom to defer to, and what paths are acceptable. But the people who create breakthroughs see those norms as something to be navigated, not obeyed. Rule-breaking, in...
From 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career
The Human and Economic Costs of Workplace Stress
At the heart of my argument lies a simple but often ignored fact: workplace stress is not just emotional discomfort—it is a leading factor behind chronic illness and premature mortality. When people lose control over their schedules, face unpredictable futures, or are forced into sustained overwork,...
From Dying For A Paycheck: How Modern Management Harms Employee Health And Company Performance—And What We Can Do About It
Workplace Practices That Harm Health
Many people assume health problems from work are the unfortunate side effects of ambition. In reality, they are engineered by design decisions embedded in organizational routines. Consider excessive workloads—the classic badge of honor in many companies. The expectation that employees must be consta...
From Dying For A Paycheck: How Modern Management Harms Employee Health And Company Performance—And What We Can Do About It
The Problem of Conventional Wisdom
We have both taught and studied management for decades, and one persistent observation continues to trouble us: managers far too often act on beliefs that are simply untested—or flatly wrong. The problem with conventional wisdom is not that it is always false; rather, it becomes dangerous precisely ...
From Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management
Hard Facts and Their Importance
Facts are stubborn things—but organizations have a way of contorting them. Our research repeatedly showed that even when data are available, managers often ignore or misinterpret them, preferring anecdote to analysis. This is not mere laziness; it is human nature. Stories stick; data bore. Yet organ...
From Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management
About Jeffrey Pfeffer
Jeffrey Pfeffer is a professor of organizational behavior at Stanford University's Graduate School of Business. He is known for his research on power, leadership, and workplace dynamics, and has authored numerous influential books in management and organizational theory.
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Jeffrey Pfeffer is a professor of organizational behavior at Stanford University's Graduate School of Business. He is known for his research on power, leadership, and workplace dynamics, and has authored numerous influential books in management and organizational theory.
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