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Fascinating read for everyone but especially relevant for people working in hierarchical organisations. Robertson eloquently describes, using a mixture of anecdotes and the latest scientific research, how power fundamentally alters brain chemistry with astounding effects. Holding a position of power can reduce empathy and the ability to listen to feedback and cognitive dissonance can increase these effects. He concludes with the idea that we should consider a leader's need for power and type of power they build carefully and that leaders should be aware of the effects of power on their brains snd cognitive functioning. Increasing the number of women in powerful positions, who are more likely to be motivated towards having a positive impact on others than building egocentric power, may help add balance to organisations and leadership teams.
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