We cannot fully comprehend leadership without discussing power. The word ‘power’ itself can be unsettling for many, as it is often associated with negativity and feelings of disempowerment or powerlessness. This sense of powerlessness can be isolating and damaging to our self-esteem. Many of us connect power to control, dominance, poor leadership, or political mismanagement.
To better understand power in leadership, it is helpful to differentiate between the four primary forms of power and how they manifest. These four forms are: ‘power over,’ ‘power with’, ‘power to’, and ‘power within’.
Leaders who operate from a standpoint of ‘power over’ use control, coercion, and self-preservation tactics to drive performance and prioritise their own interests. They leverage fear to sow division, instability, and diminish the value of others. This approach fosters a culture where being right and having all the answers outweigh the importance of finding effective solutions. They prioritise being right over being open to different perspectives, resorting to threats instead of offering support, and operating with a scarcity mindset. For example, they may refuse to allow someone to shine for fear of being overshadowed. They deflect accountability by blaming others. Other signs include blaming, public criticism, and scapegoating to evade accountability, as well as using Key Performance Indicators (KPIs) to compare and punish team members, implementing tangible punishments for mistakes, and adopting a communication style laced with irony, cynicism, and disdain, especially in public settings. This fosters a culture of distrust and hinders collaboration.
In contrast, leaders who operate from a standpoint of ‘power with’ and ‘power to’ share power by trusting and empowering others. They foster environments characterised by high trust, psychological safety, openness, belonging, boundaries, and accountability. These leaders believe that power becomes infinite and expands when shared with others, contrasting with scarcity mindsets. They leverage a solution mindset, connection, and empathy to unite and stabilise their people, especially during times of fear, uncertainty, and upheaval. They value decency and dignity as a function of both self-respect and respect for others. They foster learning cultures based on an awareness of their intention and impact, critical thinking, and evidence-based data from multiple perspectives. They prioritise ‘getting it right’ over ‘being right’ and normalise discomfort and professional vulnerability/courage by moving away from shame, blame, and dismissing emotions. They frame leadership as a responsibility to be in service of others rather than to be served by others. Examples of these behaviours include offering positive, constructive, and regular feedback, using KPIs to improve performance, maintaining calm and perspective in challenging times, actively listening to opposing views, and welcoming diverse feedback and perspectives.
Leaders who operate from a standpoint of ‘power within’ demonstrate a willingness to share power for the benefit of others, practice courage by embracing uncertainty and risk, and acknowledge and rectify mistakes. They maintain a curious mindset, asking questions aimed at understanding rather than tripping others up, and exhibit confidence in their abilities while prioritising humility over hubris and false modesty. Committed to mastery and continual improvement, they acknowledge their flaws and stay true to their core values, remaining connected to themselves even in challenging situations. Examples of these behaviours include giving exposure to less experienced team members by sharing meeting airtime, volunteering important information to support others’ development, and maintaining composure and alignment with values during heated debates. They also demonstrate vulnerability by asking for help and expressing a desire to learn. This fosters a culture of continuous growth, ownership and development regardless of status.
Recognising the subtle nuances of power is integral to effective leadership. Beyond traditional markers like status and hierarchy, there are less conspicuous sources of influence within the workplace, proxies for power. These facets of power may not always be immediately apparent. Consider, for example, your connections with senior stakeholders, influential customers, or the boss; your tenure within the company or team; the budget allocated to your team, department, or project; factors tied to your identity, such as gender, ethnicity, nationality, language, sexual orientation, or religious beliefs, which may hold sway depending on the prevailing cultural context; your professional qualifications, certifications, and educational background; your involvement in significant committees and access to vital company information; and the educational institution you attended, along with other credentials.
By acknowledging and understanding these subtler dimensions of power, leaders can navigate workplace dynamics more effectively and foster environments that promote inclusivity, equity, and collaboration.
In summary, power is a fundamental aspect of human social dynamics. Power that is exerted over others is driven by fear and often accompanied by a mentality of scarcity and competition, where winning or losing is paramount. Unfortunately, this behaviour contributes to toxic attributes that poison corporate culture. In contrast, courageous and transformative leaders understand their power and use it for the betterment of others – they share power, empower people, and inspire personal growth and accountability.
It is also important to evaluate how your values align with your sources of power. If you are aware of your top two core values, such as integrity and authenticity, or loyalty and justice, they are likely to influence how you exercise power. Typically, using power over others and living in accordance with your values are incompatible – you can’t lead people to feel powerless and use force and fear while remaining aligned with your core values.
Additionally, it’s important to recognise our own flaws. We all have blind spots and a shadow side and might occasionally use power over others. Reflecting on our intentions and the impact we have on others is crucial. Ask yourself: What is my intention in doing or saying x? Am I achieving the impact I desire without harming others? Am I serving others or do I believe others are here to serve me? If you’re able to catch yourself in these moments, you’re more likely to harness your power for good. For more information, visit www.lumminos.co.za
by Julia Kerr Henkel, Executive Coach and founder of Lumminos