Power can have several disadvantages according to the document. It states that those in power will be watched constantly, scrutinizing every aspect of their behavior. Additionally, powerful individuals may not receive honest feedback as people are afraid to criticize them or want to please them. This can lead to overconfidence as the powerful underestimate risks and overestimate their abilities. Furthermore, the document suggests that power can make people focus more on themselves, become less sensitive to others, ignore advice, and treat situations and people as means to satisfy their own needs and wants rather than considering others.
3. When you have power, people will watch
how you perform.
how you dress.
how you spend your time.
who you spend your time with.
how you act in non-related domains.
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 2800.
5. The higher you rise in an organization, the more people are going
to tell you that you are right.
This leads to an absence of critical thought and makes it
difficult for senior leaders to get the truth.
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 2950.
6. When you are successful, everyone laughs at your jokes
to pretend you are smart. So you start feeling better and better
about yourself.
http://www.timesascent.com/career-advice/Lessons-from-the-guru/153532
7. The more powerful you become, the harder it is for people
to give you negative feedback. People are afraid.
http://www.timesascent.com/career-advice/Lessons-from-the-guru/153532
8. The more status and power a person has, the more she or he will
surround himself with people who flatter him.
https://hbr.org/2018/08/why-great-success-can-bring-out-the-worst-parts-of-our-personalities
10. Power produces overconfidence and risk taking.
Sources
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3000.
http://www.ft.com/intl/cms/s/0/d995d48e-2c4e-11e3-8b20-00144feab7de.html#axzz2h7RsyfQH
11. The more power a leader holds, the more likely he or she is to
overestimate his or her skills and abilities.
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it
12. One of the real dangers of leader selection in many organizations
is that leaders are selected for overconfidence.
We associate leadership with decisiveness.
http://www.mckinsey.com/insights/strategy/strategic_decisions_when_can_you_trust_your_gut
14. When people are put in positions of power,
they start talking more.
https://www.goodreads.com/review/show/3587424083
Page 259.
15. The better we feel about ourselves, the harder it is
to take negative feedback.
http://www.timesascent.com/career-advice/Lessons-from-the-guru/153532
16. As a person’s power grows, his or her willingness to listen shrinks.
Why? Because
1. he / she thinks he / she knows more than others.
2. seeking feedback will come at a cost.
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it
18. When people are put in positions of power, they start
ignoring what other people say or want.
https://www.goodreads.com/review/show/3587424083
Page 259.
19. When people are put in positions of power, they start
ignoring how less powerful people react to
their behaviour.
https://www.goodreads.com/review/show/3587424083
Page 259.
20. For powerful people taking advice is seen
as a sign of weakness.
Sources
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3000.
http://www.ft.com/intl/cms/s/0/d995d48e-2c4e-11e3-8b20-00144feab7de.html#axzz2h7RsyfQH
21. In a study, high-power participants ignored almost 2/3 of the advice
they received.
When individuals in powerful positions receive advice from experts, they
feel competitive. This feeling inflates their confidence and leads them to
dismiss what the experts are telling them.
http://dash.harvard.edu/handle/1/10996800
https://hbr.org/2015/01/the-art-of-giving-and-receiving-advice
22. Overconfidence is a powerful source of illusions, primarily determined
by the quality and coherence of the story that you can construct, not
by its validity.
If people can construct a simple and coherent story,
they will feel confident regardless of how well
grounded it is in reality.
http://www.mckinsey.com/insights/strategy/strategic_decisions_when_can_you_trust_your_gut
24. Power produces insensitivity to others. Powerful become
narcissistic, consumed with own ego.
Sources
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3000.
http://www.ft.com/intl/cms/s/0/d995d48e-2c4e-11e3-8b20-00144feab7de.html#axzz2h7RsyfQH
25. When people are put in positions of power, they start treating any
situation or person as a means for satisfying their own needs and
taking what they want for themselves.
https://www.goodreads.com/review/show/3587424083
Page 259.
26. It’s easier to lose your patience when you’re in power, for example
because you may be more concerned about yourself than about
the feelings of others.
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3150.
28. When people are put in positions of power,
they start acting more rudely.
https://www.goodreads.com/review/show/3587424083
Page 259.
29. Power makes people feel expansive, energized, omnipotent,
hungry for rewards, and immune to risk.
That opens us up to rash, rude, and unethical actions.
https://hbr.org/2016/10/dont-let-power-corrupt-you
30. People in positions of corporate power are three times as likely as
those at the lower rungs of the ladder to interrupt co-workers,
multitask during meetings, raise their voices, and say insulting
things.
https://hbr.org/2016/10/dont-let-power-corrupt-you
31. Other sources of inspiration
http://bigthink.com/ideas/24282
http://www.ft.com/intl/cms/s/2/4f2990dc-f314-11e3-a3f8-00144feabdc0.html#axzz36QklvnLI
http://managementlab.org/files/site/publications/labnotes/mlab-labnotes-019.pdf
http://www.strategy-business.com/article/re00162?pg=all
http://www.videoportal.sf.tv/video?id=5491ba95-6d3e-4d72-8320-5353c03da280
http://blogs.wsj.com/management/2011/05/11/the-purpose-of-power/