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3. Robert I. Sutton and D. Charles Galunic, “Consequences of Public Scrutiny for Leaders and Their Organizations,” in Barry M. Staw and Larry L. Cummings, eds., Research in Organizational Behavior, vol. 18 (Greenwich, CT: JAI Press, 1996), 201–250.

4. See, for instance, Russell G. Geen, “Social Motivation,” Annual Review of Psychology 42 (1991): 377–399; Robert Zajonc, “Social Facilitation,” Science 149 (1965): 269–274.

5. The CEO Project, “Interviews with CEOs of Fast-Growth Companies, Summary of Findings, Preliminary Results as of 10/16/04,” Scottsdale, AZ: The CEO Project, 14.

6. Patricia Robinson and Norihiko Shimizu, “Japanese Corporate Restructuring: CEO Priorities as a Window on Environmental and Organizational Change,” Academy of Management Perspectives 20 (2006): 44–75.

7. J. Gleick, Genius: The Life and Science of Richard Feynman (New York: Pantheon, 1992), 382; cited in Sutton and Galunic, “Consequences of Public Scrutiny.”

8. R. C. Hill, “When the Going Gets Tough: A Baldrige Award Winner,” Academy of Management Executive 7 (1993): 75–79.

9. Clayton M. Christensen, The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Boston: Harvard Business School Press, 1997).

10. Frances K. Conley, Walking Out on the Boys (New York: Farrar, Straus and Giroux, 1998).

11. Ibid., 57.

12. Hanna Papanek, “Men, Women, and Work: Reflections on the Two-Person Career,” American Journal of Sociology 78 (1973): 852–872.

13. See, for instance, Jeffrey Pfeffer and Jerry Ross, “The Effect of Marriage and a Working Wife on Occupational and Wage Attainment,” Administrative Science Quarterly 27 (1982): 66–80; Eng Seng Loh, “Productivity Differences and the Marriage Wage Premium for White Males,” Journal of Human Resources 31 (1996): 566-589; Jacqueline Landau and Michael B. Arthur, “The Relationship of Marital Status, Spouse’s Career Status, and Gender to Salary Level,” Sex Roles 27 (1992): 665–681; Catherine Kirchmeyer, “Gender Differences in Managerial Careers: Yesterday, Today, and Tomorrow,” Journal of Business Ethics 37 (2002): 5–24.

14. Bryan Burrough and John Helyar, Barbarians at the Gate: The Fall of RJR Nabisco (New York: Harper and Row, 1990).

15. Ibid., 34.

16. Ibid., 37.

17. Michael Marmot, The Status Syndrome: How Social Standing Affects Our Health and Longevity (New York: Henry Holt, 2004), 130.

11. How—and Why—People Lose Power

1. Chuck Lucier, Steven Wheeler, and Rolf Habbel, “The Era of the Inclusive Leader,” Strategy + Business, no. 47 (Summer 2007): 43–53.

2. Linda Anderson, “Search for a Dean: Improbable Mix of Talents Sought,” FT.com, March 18, 2002.

3. Robert J. Clark, “The Superintendent as a Temp,” The School Administrator, April 2001, 40–41.

4. Stewart Gabel, Leaders and Health Care Organizational Change (New York: Springer Verlag, 2001).

5. Deborah Sontag, “Who Brought Bernadine Healy Down? The Red Cross: A Disaster Story Without Any Heroes,” New York Times Magazine, December 23, 2001.

6. Dacher Keltner, Deborah H. Gruenfeld, and Cameron Anderson, “Power, Approach, and Inhibition,” Psychological Review 110 (2003): 265–284.

7. Cameron Anderson and Adam D. Galinsky, “Power, Optimism, and Risk-Taking,” European Journal of Social Psychology 36 (2006): 511–536.

8. David Kipnis, “Does Power Corrupt?” Journal of Personality and Social Psychology 24 (1972): 33–41.

9. This particular study is described in Keltner, Gruenfeld, and Anderson, “Power, Approach, and Inhibition.” There are numerous studies of a similar form showing how power leads to less inhibition in behavior. See, for instance, Cameron Anderson and Jennifer L. Berdahl, “The Experience of Power: Examining the Effects of Power on Approach and Inhibition Tendencies,” Journal of Personality and Social Psychology 83 (2002): 1362–1377.

10. Adam Lashinsky, “The Enforcer,” Fortune, September 28, 2009, 120.

11. Sontag, “Who Brought Bernadine Healy Down?”

12. Ibid., 35.

13. “NationsBank Struck with Brutal Military