
In "Leadership BS," Stanford professor Jeffrey Pfeffer shatters feel-good leadership myths with brutal honesty. A Financial Times Book of the Year finalist that asks: Why do workplaces remain toxic despite leadership training? Discover the uncomfortable truths successful executives won't admit publicly.
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Leadership has become a billion-dollar industry built on inspirational stories and feel-good advice. But what if everything we've been taught about leadership is based on hope rather than evidence? Jeffrey Pfeffer's "Leadership BS" delivers a sobering diagnosis: despite $14-50 billion spent annually on leadership development in the U.S. alone, our workplaces remain remarkably toxic. Only 30% of American workers feel engaged, nearly half have experienced workplace bullying, and an astounding 35% would forfeit a substantial raise just to see their boss fired. This disconnect between investment and outcome represents a catastrophic failure. The leadership industry has created a massive ecosystem of books, workshops, and programs promising better leaders, yet leadership quality continues to deteriorate. Why? Unlike medicine, which underwent rigorous reform through the Flexner Report of 1910, anyone can become a leadership expert without credentials or evidence-based knowledge. Most leadership development focuses on aspirational models disconnected from workplace realities. And perhaps most damning, programs typically measure participant satisfaction rather than actual behavioral changes or workplace improvements. As McKinsey consultants noted, this failure to measure meaningful results is precisely why leadership development programs fail.
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