In his thought-provoking book "Leadership BS", Jeffrey Pfeffer takes a critical look at popular leadership advice and challenges many of the myths surrounding modern leadership. Drawing on social science research and real-world examples, Pfeffer argues that much of what we're told about leadership is misleading at best and harmful at worst. He offers a more realistic and nuanced view of what it really takes to succeed as a leader in today's competitive business environment.
Introduction
Over the past few decades, leadership has become big business. There's no shortage of books, seminars, and training programs promising to reveal the secrets of great leadership. We're told that the path to success lies in being authentic, modest, and caring. But does this advice reflect the reality of how leaders actually behave and what it takes to get ahead?
Pfeffer contends that much of the popular leadership literature is based more on wishful thinking than hard evidence. By presenting an idealized and unrealistic view of leadership, it may actually be doing more harm than good - setting people up for failure and preventing real change in organizations.
In this book, Pfeffer sets out to debunk some of the most pervasive leadership myths and offer a more clear-eyed perspective on what it really takes to succeed as a leader. Drawing on social science research and examples from the business world, he challenges conventional wisdom and reveals some uncomfortable truths about leadership.
The Problem with Leadership Myths
One of Pfeffer's key arguments is that we've built up unrealistic myths around popular business leaders that prevent new leaders from succeeding. He uses the example of Jack Welch, the legendary former CEO of General Electric, to illustrate this point.
The typical narrative around Welch paints him as a visionary leader who valued every employee and always took the long view. But this glosses over some of the harsher realities of his tenure, like his "rank and yank" policy of firing the bottom 10% of managers each year regardless of their overall performance. This created a cutthroat culture where managers were ruthless in pursuit of results.
Other unflattering details that tend to get left out of the Welch mythology include pollution lawsuits against GE, price-fixing schemes, and cases of fraud that occurred under his watch. By presenting such an idealized version of leaders like Welch, we create an impossible standard for others to live up to.
Pfeffer argues that it's actually more inspiring and beneficial to present a more human, flawed picture of great leaders. When we mythologize figures like Martin Luther King Jr. and ignore their imperfections, we make it harder for people to relate to them or believe they could follow in their footsteps. Acknowledging that even exceptional leaders have flaws makes their achievements seem more attainable.
The Benefits of Self-Confidence and Narcissism
While modesty is often touted as a key leadership trait, Pfeffer argues that self-confidence - even overconfidence - can be a major asset for leaders. He uses the example of Donald Trump to illustrate how unabashed self-promotion can lead to business success.
Research has shown that job applicants who engage in effective self-promotion are rated more highly by interviewers. Self-confidence is contagious - it makes others feel more confident as well. Studies have found that both confident and overconfident people tend to gain more respect and achieve higher status within groups, even when others are aware their confidence is unjustified.
Pfeffer also points to research showing that narcissistic traits like self-importance and arrogance can benefit leaders, particularly in times of crisis. A study of CEOs during the 2007 financial crisis found that while companies led by narcissistic CEOs initially suffered more, their greater appetite for risk-taking and action helped them recover more successfully.
Even at the highest levels of leadership, these traits seem to pay off. An analysis of US presidents found that those with "fearless dominance" - a combination of narcissism, glibness, and lack of guilt - received the best evaluations of their leadership abilities.
The Importance of Confidence Over Authenticity
Many leadership books emphasize the importance of authenticity. But Pfeffer argues that successful leaders are often putting on a performance rather than being their authentic selves. He contends that it's more important for leaders to project confidence and poise, even if it feels unnatural at first.
He cites the example of Andy Grove, former CEO of Intel, who put shy managers through "wolf school" to toughen them up and teach them to act more assertively. The goal was to give them the confidence to pitch ideas to Intel's demanding directors, even if they didn't feel particularly confident inside. The message was clear: fake it until you believe it.
This ties into research on "emotional labor" - the psychological toll of having to display positive emotions regardless of how you actually feel. While this can be stressful, it's also good for business. Leaders are often expected to project strength and optimism even in difficult times.
For entrepreneurs and CEOs, coming across as smart and capable is crucial for attracting talent, customers, and investors. Even if you don't feel confident inside, acting the part can help you achieve your goals.
The Strategic Use of Lies
While honesty is generally considered a virtue, Pfeffer argues that successful leaders often use lies strategically to reach their goals and manage employees. He points to research showing that people in positions of power lie more often and with greater ease than others, likely because they face fewer consequences for dishonesty.
Steve Jobs was known for his "reality distortion field" - his tendency to invent his own version of reality about Apple and its products. While this frustrated some, it was also key to his success in driving the company forward.
Pfeffer also notes that companies often mislead employees about their chances for promotion as a way of maintaining friendly relationships and keeping workers motivated. Since most people tend to see themselves as above average, this takes advantage of people's natural optimism.
While lying may seem unethical, Pfeffer argues it's a common and often necessary tool for leaders navigating complex business realities. As Mark Twain put it, "Truth is such a precious commodity, it should be used sparingly."
The Overemphasis on Trust
Many leadership books emphasize the importance of building trust. But Pfeffer contends that trust is often overrated as a leadership trait, as deals and commitments frequently need to be broken in the business world.
He cites surveys showing very low levels of trust in business leaders, with only small percentages of workers considering their leaders ethical or honest. Yet many businesses continue to perform well despite this lack of trust.
Pfeffer argues that changing circumstances often require leaders to adjust plans and break commitments. It's common for companies to end alliances with one firm to partner with a competitor instead. While we may see an individual breaking a contract as reprehensible, when an organization does it it's often viewed as an unavoidable part of doing business.
Rather than obsessing over building trust, Pfeffer suggests leaders should be prepared to make tough decisions and change course when needed, even if it means going back on previous commitments.
The Reality of Self-Interest
Leadership literature often portrays great leaders as deeply caring about their employees. But Pfeffer argues the reality is that leaders primarily use their power for their own benefit, not their workers'.
He cites a study on why the number of school administrators tends to increase disproportionately compared to other positions. The researchers found that once administrators gain power, they use it to protect their own jobs when times get tough. In good times more administrative roles are added, while in downturns job losses hit lower-level positions first.
Pfeffer contends it's naive to expect leaders to prioritize employee welfare over their own interests. It's more realistic to expect them to shift blame to others for mistakes in order to protect their own position and confidence.
He gives the example of General Motors executives blaming union labor costs for the company's struggles, rather than admitting their cars were less popular than competitors'. Accepting blame would require executives to acknowledge their own failures, which they work hard to avoid.
The Myth of Loyalty
Pfeffer argues there's little reason for either employers or employees to feel particularly loyal to each other in today's business environment. Companies routinely lay off workers or cut benefits to protect profits, while employees are encouraged to always be on the lookout for better opportunities.
He cites a study of management school graduates that found 55% felt their employers had violated specific promises made during recruitment within just two years. The concept of reciprocity - the social obligation to repay someone's efforts - simply doesn't apply in most workplace relationships the way it does in personal ones.
Pfeffer notes that both leaders and employees tend to view work as a straightforward transaction - labor exchanged for pay - rather than something that creates lasting loyalty or obligation. Any favors or extra effort are typically done with an eye toward future benefits, not out of a sense of duty to repay past actions.
Given this reality, Pfeffer suggests both leaders and employees should focus on protecting their own interests rather than expecting lasting loyalty from the other party.
Learning from Leaders' Actions, Not Words
Pfeffer argues that to truly understand leadership, we need to pay attention to what leaders actually do rather than what they say. Just as the best athletes perfect the art of strategic playacting to gain an advantage, successful leaders often engage in performances that may not align with their stated values.
He gives the example of product design firm IDEO, which has been successful at retaining talent in part by promoting a culture of "design thinking." But a key part of this approach is observing how people actually solve problems rather than just listening to what they say.
Pfeffer contends that while the leadership industry may claim to adhere to moral virtues, the reality of leadership often involves finding the least objectionable path to success, which may include some ethically dubious actions.
He cites Machiavelli's classic work "The Prince" as still relevant in its depiction of leaders using questionable means to achieve ostensibly virtuous ends. In both politics and business, leaders often have to make difficult tradeoffs between ideals and pragmatic realities.
Even revered leaders like Steve Jobs were known for their harsh treatment of employees at times. But Pfeffer argues this may have been necessary to drive the incredible success of companies like Apple.
Key Takeaways and Implications
Pfeffer's core argument is that the inspiring recommendations found in most leadership literature are largely disconnected from the realities of human behavior and day-to-day business operations. While it may not be pretty, he contends that successful leadership often involves:
- Strategic use of lies and misdirection
- Breaking promises when circumstances change
- Misleading employees to keep them motivated
- Prioritizing self-interest over employee welfare
- Projecting confidence even when you don't feel it
- Using narcissistic traits to your advantage
He argues that by perpetuating unrealistic myths about leadership, we're actually making it harder for people to succeed and creating unhappy work environments. A more clear-eyed and realistic view of leadership is needed.
Some key implications and advice that emerge from Pfeffer's analysis:
- Be skeptical of idealized leadership narratives and look at the full picture
- Don't expect lasting loyalty from employers - protect your own interests
- Confidence and self-promotion are often more important than authenticity
- Pay attention to leaders' actions rather than just their words
- Use past behavior as the best predictor of how someone will act in the future
- Be prepared to make tough decisions that may go against stated values
Final Thoughts
While some may find Pfeffer's take on leadership cynical or disheartening, his goal is to paint a more accurate picture of how leadership actually works in the real world. By stripping away comforting myths and unrealistic ideals, he hopes to help both leaders and employees navigate the complex realities of modern business more successfully.
This doesn't mean abandoning all ethics or idealism. But it does mean being more pragmatic and clear-eyed about what it really takes to get ahead and drive results as a leader. Understanding the sometimes unsavory realities of leadership can help us make more informed choices about our own careers and how we interact with those in power.
Ultimately, Pfeffer's book is a call for more honesty in how we talk and think about leadership. Only by confronting the often uncomfortable truths about how leaders behave can we hope to create meaningful change in organizations and develop more effective leaders for the future.
While not everyone will agree with all of Pfeffer's conclusions, "Leadership BS" offers a thought-provoking counterpoint to conventional leadership wisdom that's well worth considering for anyone interested in the realities of power and influence in the business world.