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A symbolism for their hope and freedom as a community.

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Why Some People Abuse Power When They Get It:

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Why Some People Abuse Power When They Get It:

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Some powerful people start to be surrounded by 'yes people' and gradually see the world through a distorted lens that filters out critical input.  This is how people turn into divas and just cruel people. The best leaders actively seek to be challenged and criticized.

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"Today he and his friends had visited Animal Farm and inspected every inch of it with their own eyes, and what did they find? Not only the most up-to-date methods, but a discipline and an orderliness which should be an example to all farmers everywhere. He believed that he was right in saying that the lower animals on Animal Farm did more work and received less food than any animals in the county."

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Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business Stanford University where he has taught since 1979.

He is the author or co-author of 15 books including; The Human Equation: Building Profits by Putting People First, Managing with Power: Politics and Influence in Organizations, The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People. Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management and What Were They Thinking? Unconventional Wisdom About Management, Power: Why Some People Have It--and Others Don't, and his latest book : Leadership BS: Fixing Workplaces and Careers One Truth at a Time, as well as a collection of 27 essays about management topics, and more than 150 articles and book chapters.

From 2003-2007 Pfeffer wrote a monthly column "The Human Factor" for the 600,000-person circulation business magazine Business 2.0. Since 2007 he has written a monthly column providing career advice for Capital a leading business and economics magazine in Turkey. Pfeffer has appeared in segments on CBS Sunday Morning 60 Minutes and CNBC as well as television programs in Korea and has been quoted and featured in news articles from countries around the globe, and he has presented seminars in 38 countries throughout the world.

Dr. Pfeffer received his B.S. and M.S. degrees from Carnegie-Mellon University and his Ph.D. from Stanford. He began his career at the business school at the University of Illinois and then taught at the University of California Berkeley. Pfeffer has been a visiting professor at the Harvard Business School Singapore Management University London Business School and a frequent visitor at IESE in Barcelona.

Pfeffer currently serves on the board of directors of the for-profit company Audible Magic as well as nonprofits Quantum Leap Healthcare and The San Francisco Playhouse. In the past he has served on the boards of Resumix Unicru and Workstream all human capital software companies and SonoSite a company designing and manufacturing portable ultrasound machines. Pfeffer has presented seminars in 34 countries throughout the world as well as doing consulting and providing executive education for numerous companies associations and universities in the United States.

Jeffrey Pfeffer has won the Richard I. Irwin Award presented by the Academy of Management for scholarly contributions to management and numerous awards for articles and books. He is listed in the top 25 management thinkers by Thinkers 50, and as one of the Most Influential HR International Thinkers by HR Magazine. In November 2011, he was presented with an honorary doctorate degree from Tilburg University in The Netherlands.

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Hierarchies are inevitable so learn the rules of the game. Qualities that create power and why intelligence is not one of them. How we limit ourselves when it comes to acquiring power. Getting a job having control over your work and holding on to a job all require more than simply excelling at what you do.

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"In April, Animal Farm was proclaimed a Republic, and it became necessary to elect a President. There was only one candidate, Napoleon, who was elected unanimously."

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People think that being able to control things is what makes Power so appealing, to change them to fit your vision of reality. (This can obviously be good or bad, depending on who’s in power and what their vision is.) But a new study suggests that people who desire power are mostly looking to control one thing—themselves.

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New research suggests being in charge is appealing because it offers freedom-not because it allows people to control others.

Power is a force that needs an object: To have power, a person has to have it over something, or someone.

One would think that this would be the appeal of power-to be able to control things, to change them to fit your vision of reality. (This can obviously be good or bad, depending on who's in power and what their vision is.) But a new study suggests that people who desire power are mostly looking to control one thing-themselves.

The study authors, from the University of Cologne, the University of Groningen, and Columbia University, present two different conceptions of power-power as influence and power as autonomy. "Power as influence is expressed in having control over others, which could involve responsibility for others," they write. "In contrast, power as autonomy is a form of power that allows one person to ignore and resist the influence of others and thus to shape one's own destiny." Their question: Which of those things, influence or autonomy, would satisfy people's desire for power?

In the first part of the study, 100 participants took an online survey asking them to imagine that they'd been offered a promotion at work. Some participants were told that the promotion gave them more influence over subordinates but less autonomy; others were told they had more autonomy to set their own goals but less influence. Neither scenario included a salary bump, and in either case, their boss would be equally happy whether they said yes or no. When asked if they'd accept their new role, 62 percent of people in the higher-autonomy group took the promotion, while only 26 percent in the higher-influence group did the same. The numbers were similar in a repeat survey in which all participants were offered both promotions.

For the next experiment, 40 Dutch undergrads did some BLARPing, or office role-playing, with some participants playing managers and others assigned to be assistants. The participants were told that they would have to complete a list of tasks-some fun, some boring-and that the managers could choose who did what between themselves and their assistants. In an after-the-fact the survey, assistants reported that they were less happy, experienced less autonomy and less influence, and had a higher desire for power than managers did. But within the assistants, those who felt that lack of autonomy most strongly were more likely to desire power. Feeling the lack of influence didn't have the same effect.
"Autonomy quenches the desire for additional power-but influence does not (or much less)."
Next, in a group of priming studies-two with Americans and one with Indians-participants were asked to recall a time when they had power over other people, or when someone else had power over them (or what happened yesterday, as a control). Afterwards they answered questions about whether they were satisfied with the level of power and control they had in the situation.

In all three studies, the researchers wrote, feeling "autonomy quenches the desire for additional power-but influence does not (or much less)."

And finally, the researchers did a survey of 986 readers of a Dutch magazine "aimed at professionals," in which readers indicated how much power they had at their jobs (measured by where they fell in their company's hierarchy), then completed surveys on the autonomy their positions afforded, their influence, and how much they desired more power. Top managers felt they had a lot of autonomy and didn't indicate a strong desire for power, while middle managers, lower managers, and non-managers all desired power more than the top managers, at pretty similar levels.

All told, this research indicates that the desire for power may be somewhat misplaced: Generally, when people say they want power, what they really want is autonomy. And when they get that autonomy, they tend to stop wanting power.

That people would value autonomy over influence jives with self-determination theory, a psychological theory that suggests autonomy is one of humans' basic psychological needs, along with relatedness and competence. Influence is not a need under this theory. Another study suggests that while striving for power lowers people's well-being, once they have power, they really are happier, because they feel more authentic-the power makes them feel like the circumstances of their lives are more in line with who they feel they are inside. That may be because the power gives them the freedom to make their own decisions, and their sense of well-being grows when they do what they want.

The researchers on the new study suggest that influence may seem more important to people just because it's more visible. It's easier to see how people control others than it is to see them feeling autonomous. The study references real leaders like Napoleon, Caesar, Obama, and Putin, and fictional ones like Darth Vader and Sauron, and says, "The sense of autonomy of these powerful individuals is not as visible: It is reflected in the absence of constraint, plans not being thwarted, and ambitions not being frustrated-an absence which remains unobserved."

"This," they concluded, "can easily lead to a false understanding of what drives the desire for power."

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People Want Power Because They Want Autonomy

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New research suggests being in charge is appealing because it offers freedom-not because it allows people to control others. Power is a force that needs an object: To have power, a person has to have it over something, or someone.

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"It was also more suited to the dignity of the Leader (for of late he had taken to speaking of Napoleon under the title of "Leader") to live in a house than in a mere sty. Nevertheless, some of the animals were disturbed when they heard that the pigs not only took their meals in the kitchen and used the drawing-room as a recreation room, but also slept in the beds."

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"Throughout the spring and summer they worked a sixty-hour week, and in August Napoleon announced that there would be work on Sunday afternoons as well. This work was strictly voluntary, but any animal who absented himself from it would have his rations reduced by half."

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"The pigs did not actually work, but directed and supervised the others. With their superior knowledge it was natural that they should assume the leadership."

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the capacity or ability to direct or influence the behaviour of others or the course of events.

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"Mr. Jones, of the Manor Farm, had locked the hen-houses for the night, but was too drunk to remember to shut the pop-holes. With the ring of light from his lantern dancing from side to side, he lurched across the yard, kicked off his boots at the back door, drew himself a last glass of beer from the barrel in the scullery, and made his way up to bed, where Mrs. Jones was already snoring."

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“Man is the only creature that consumes without producing. He does not give milk, he does not lay eggs, he is too weak to pull the plough, he cannot run fast enough to catch rabbits. Yet he is lord of all the animals. He sets them to work, he gives back to them the bare minimum that will prevent them from starving, and the rest he keeps for himself.”  - George Orwell

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- Napoleon
He is the Dictator in the story
- Snowball
He wanted a leadership position and challenged Napoleon for it. He wins the loyalty of the animals and cements his power.
- Old Major
The speech he makes at the beginning inspired the rebellion  among the animals.
- Mr Jones
He runs the Manor Farm before the animals stage their Rebellion and establish Animal Farm.
- Squealer
Seemed powerful because he was the one announcing all the plans and 'adjustments" being made to the farm.

-Napoleon, Snowball and Squealer wrote the 7 Commandments.

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- Old Major's speech : He inspired the animals to rebel from Man and to obtain freedom.
-  The animals win the Battle of the cowshed, giving them power over the humans.
-  Windmill idea suggested by Snowball : symbolises development and modernisation of the farm. Beneficial because now they can get electricity, warmth, and storage space for their harvest.  He tried to make improvements to the farm but gets expelled soon afterwards.
- Napoleon executes the animals who are thought to be plotting with Snowball to overthrow him : This is when he really started abusing the power he had over them and taking things too far.
- The pigs become gradually more superior than the others and start to change the 7 commandments: This is when all the pigs gain power over the other animals
- The pigs are living in luxury, while everyone else is living scarce: This shows that the pigs have got more power over the other animals.
- The humans and the pigs join power and the pigs are all walking on two legs at the very end: The pigs basically turning into humans and the teaming up with them gives them a lot of power over all the other