Rosabeth Moss Kanter says, ‚Power fascinates us because it can be both a weapon and a tool. The question isn’t whether power is good or bad, but how it’s used.‘ From my experience working with organizations, power can be both a blessing and a curse.“ Power drives change, but its misuse can cause harm. I believe that when used correctly, power can transform organizations for the better. This is a change we all desire.
Understanding Power
Power often has a bad reputation, seen as coercive or manipulative. However, power itself is neutral—its impact depends on how it’s used. Leaders need to understand this to avoid misusing it.
Defining Power: Robbins and Judge say, ‚Power in organizations is the ability of an individual or group to influence others‘ actions, decisions, and behaviors. It includes the power to allocate resources, shape policies, and guide the organization’s direction, often through authority, resource control, social influence, and expertise.
Constanze Buchheim, founder of i-potentials and a leader in future leadership in Germany’s digital economy, says, ‚Power is the ability to influence others‘ behavior in a relationship.‘ To make changes, you need power. It’s not just about authority or control; it’s about making a difference.
"Most powerful is he who has himself in his own power"
- Seneca. This quote shows the belief of the stoic philosophers that true power comes from self-control and mastery over one's own actions and reactions.
Theoretical Models of Power
When creating leadership training, I find it essential to include models that explain how power works in organizations. These models help us understand and use power effectively:
- Role and Authority: Power derived from one's position within the organisation. For example, a CEO has inherent power due to their role.
- Resource Control: Power stemming from the control of resources, such as information, finances, or access to networks.
- Social Influence: Power based on respect and relationships. This includes emotional intelligence and the ability to connect with others.
- Expertise: Power from knowledge and skills. This form of power is often seen in technical experts or specialists within an organisation.
How to Implement Change Using Different Forms of Power at Work
Consider a scenario where a leader needs to drive a major change initiative. To gain buy-in and ensure successful implementation, she must employ various forms of power. For instance, she can use her role and authority to set the vision, leverage resource control to allocate necessary support, and apply social influence to build a coalition of supporters.
In one of my coaching sessions, a mid-level manager wanted to implement a new project management tool. She faced resistance because the current tool had been in use for two years, even though it wasn’t effective. Some employees had become „work-around experts“ and feared losing their status.
Understanding the types of power she held, the manager used her expertise to educate team members on the new application’s benefits. She integrated them into the development process from the start, involving them in early prototyping. This approach helped employees become idea owners, allowing them to grasp the rationale behind the new tool. Additionally, the manager employed social influence by actively seeking input and addressing concerns, which helped to gather broader support and facilitate a smooth transition.
Power is seducing. If leaders stop listening, evolving themselves and adapting to changing markets, technologies and situations, they will become the limit of their company.
Let’s bridge theory and practice: How can you apply these concepts to your daily leadership? Reflect on these questions:
- How can I use my positional power to inspire and drive positive change?
- In what ways can I leverage my control over resources to support my team and initiatives?
- How can I enhance my social power and build strong relationships to grow my influence?
- What steps can I take to continually develop my expertise and share knowledge with my team?
My Key Learnings
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Balance and Responsibility:
Power must be balanced with responsibility. Leaders should avoid the temptation to misuse power and instead focus on ethical and sustainable practices. -
Education and Development:
Continuous learning and self-reflection are crucial. Leaders must educate themselves and others to harness power effectively. -
Collective Success:
True power lies in empowering others. By fostering a culture of collaboration and mutual respect, leaders can achieve collective success. -
Golden formula:
A combination of a high IQ and EQ usually leads to social power
This all shows us that power in business is a complex yet essential element. There is a common saying that leadership needs an update, which I totally agree with. It’s crucial to change the reputation of power for the better by using it ethically and humanely, by making a difference. We must break free from the horrible role models we’ve encountered in our careers who misused their power for personal goals, over-identified with their roles or became arrogant.
I once received very uncomfortable but valuable feedback from a business partner who told me, „Don’t take yourself too seriously.“ I was overwhelmed and stressed-out, going through a financial crisis with my company, and being very young in a leadership position without sufficient experience and skillset. I over-identified with my role and started to micro-manage. I still wonder how I managed not to have a burnout. I was on the way to becoming unhealthy for both my employees and myself (read about the eye-opening Cookie-Monster Study here).
It’s a common pattern in positions of power, as confirmed by academic research: people change their self-image because they no longer receive honest feedback, they enter a phase of personal development stagnation, stop listening, and stop growing.
By understanding and using power thoughtfully, leaders can drive meaningful change and create a positive organizational culture. As John Kotter says, ‚Leadership is not about power over people but power through people.
Further Reading s and Sources:
Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15th ed.). Pearson Education.
Robert Greene “The 48 Laws of Power.“ This book outlines strategies for gaining and maintaining power, drawing from historical examples and timeless principles.
Jeffrey Pfeffer “Power: Why Some People Have It and Others Don’t.“ This book explores the dynamics of power in organisations, offering practical advice on how to gain and maintain power.