“It is much safer to be feared than loved,” writes Niccolò Machiavelli in The Prince, a classic 16th-century treatise advocating manipulation and occasional cruelty as the best means to power. Nearly 500 years later, Robert Greene’s The 48 Laws of Power, the best-selling bedside reading of foreign policy analysts and hip-hop stars alike, would have made Machiavelli’s chest swell with pride.

Here are a few of the laws:

Law 12, Use Selective Honesty and Generosity to Disarm Your Victim.
Law 15, Crush Your Enemy Totally.
Law 18, Keep Others in Suspended Terror: Cultivate an Air of Unpredictability.

You get the picture.

Guided by centuries of advice like Machiavelli’s and Greene’s, we tend to believe that attaining power requires force, deception, manipulation, and coercion. We might even assume that society demands this kind of conduct to run smoothly.

These seductive notions are wrong. A new science of power has revealed that power is wielded most effectively when it’s used by people who are attuned to and engaged with the needs and interests of others. When it comes to power, social intelligence—reconciling conflicts, negotiating, smoothing over group tensions—prevails over social Darwinism.

Why social intelligence? Because of our ultrasociability. We accomplish most tasks related to survival and reproduction socially, from caring for our children to producing food and shelter. We give power to those who can best serve the interests of the group. Leaders who treat their subordinates with respect, share power, and generate a sense of camaraderie and trust are considered more just and fair.

Social intelligence is essential not only to rising to power, but also to keeping it. My colleague Cameron Anderson and I studied the structure of social hierarchies within college dormitories over the course of a year, examining who is at the top and who remains there. We’ve consistently found that it is the socially engaged individuals who keep their power over time.

What is the fate of Machiavellian group members? In our research on different groups, we have asked group members to talk openly about other members’ reputations. We’ve found that Machiavellians quickly acquire reputations as individuals who act in ways that are inimical to the interests of others, and these reputations act like a glass ceiling preventing their rise in power. This aspect of their behavior affected their reputations even more than their sexual morality, their recreational habits, or their willingness to abide by group social conventions.