The leadership-training industry is broadly disconnected from contemporary practice, which is Machiavellian in pursuit and use of power. Leaders should be true to the external situation, not ‘authentic’, which ideal epitomizes the cant of value-laden prescriptions often inapplicable to demanding roles. Trust is bound to constrain options; those who violate trust aren’t held accountable because power trumps penalties. In difficult times, administrators protect those closest to them, their sources of power. One should presume others (i.e., rivals) are acting of self interest.
More constructively, Pfeffer sees that ‘walking around’ management closes gaps among people, helps leaders understand the front lines. Promoting from within magnifies culture. Get over ambivalence – act on incomplete data with conviction.
Pfeffer’s ‘realism’ never takes him beyond the normative. Thus the ability to misrepresent is possibly the most critical skill of leadership! However much debunking is needed, pyscho-sociological study is no substitute for elaborating competencies (i.e., the Troop Leadership Development 11) in the context of events, objectives, problems. An apology for power yet falls short of principled management.