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So how do you get your hands on power? And how do you keep hold of it once you’ve got it? Management gurus are surprisingly disappointing on this subject given its overwhelming importance to their clients. Academics and consultants are happier focusing on subjects such as return on investment. Both have an interest in presenting business as a rational enterprise that can be reduced to rules. This leaves the analysis of power to retired businesspeople like Jack Welch (who strive to present themselves as business geniuses rather than Machiavellis) and practising snake-oil salesmen (who tell you that all you need to do is “unleash the power within” and the CEO’s job will be yours).
Jeffrey Pfeffer of Stanford Business School is an exception to this rule. He has been teaching a popular course on “paths to power” for years. Now he has condensed many of his findings into a book that is part academic analysis and part how-to guide, “Power: Why Some People Have It—and Others Don’t”.
Mr Pfeffer starts by rubbishing the notion that the world is just—that the best way to win power is to be good at your job. The relationship between rewards and competence is loose at best. Bob Nardelli was a disastrous CEO of Home Depot. But he was paid nearly a quarter of a billion dollars to leave and quickly moved to the top slot at Chrysler, which then went bankrupt.

A. 어휘
get your hands on power 권력을 잡다. keep hold of 維持(유지)하다.
gurus 지도자, 敎父(교부).
given its overwhelming importance 그것의 압도저인 중요성을 고려하면.
Academics 학자들. rational enterprise 합리적인 기업.
can be reduced to rules 법규에 복종시키다. reduce 부득이...하게 하다, 강요하다.
snake-oil 수상한 약, 효능이 과장된 약이나 경제정책.
unleash 해방하다. exception 예외. condensed 압축하다.
rubbish 쓰레기로 취급하다. just 정의로운. rewards 보상, 포상, 應報(응보).
competence 능력. loose 느슨한, 부정확한, 산만한.
Depot 창고, 정거장, 보급소, 병참부. slot 빈자리, 구멍.
bankrupt 파산하다.