Leadership IS about Power

Reading articles or hearing speeches by people who say leadership is not about power can be somewhat jarring. Utopian hot takes that see the world through a lens of idealism that doesn’t really deal with the here and now. Often by people who do not lead or work with people who lead on a day to day basis.

Whether that leadership is in a corporate, charitable or civic organisational context power is fundamental. From the army to the office, we cannot honestly argue that power is not at the core of leadership.

Every leader, regardless of their level, operates within a framework of influence, authority and decision making and is in a position of power. From a fire warden to a CEO.

Power is not inherently negative. Instead, it serves as the means through which leaders can inspire, direct and effect meaningful change. The key lies in understanding power, how to wield it ethically, how to share it and how to use it to drive progress for oneself, a team or an entire organisation.

Walk with me.

Leadership extends beyond a title or position. It is about the ability to influence, inspire and create meaningful change. Discussions around power often highlight its misuse, yet power, when used ethically, becomes a catalyst for transformation. Great leaders recognise the different forms of power available to them and deploy these wisely to shape outcomes and inspire those they lead.

There is nuance to the way that power is manifested in a leadership role. Here are some examples.

Positional power comes from a formal role, giving authority to make decisions and implement strategies.

Expert power is derived from deep knowledge, skills and experience that command respect.

Referent power is built on relationships, trust and credibility, allowing leaders to gain influence through authenticity and connection.

Reward power enables leaders to encourage performance and reinforce positive behaviours.

Coercive power grants the ability to enforce rules and consequences, though it should be exercised with caution to avoid creating a culture of fear.

Network power emerges from strong relationships and access to influential stakeholders, enabling leaders to navigate complex environments with greater ease.

Rather than relying solely on positional authority, effective leadership is often cultivated through a balance of these different powers to lead with credibility and impact. People may not name these powers as such but it is power all the same.

Texts such as French & Raven’s, The Bases of Social Power point to how power bases remains foundational in understanding leadership influence. In Power, Jeffrey Pfeffer states “The surest way to keep your position and to build a power base is to help those with more power enhance their positive feelings about themselves.” The cold truth is a leader will often have to wrestle with the duality of how they leverage power for good or for bad because their choices are not just about the organisation or team but also about themselves.

So let’s jump into those.

Before leading others, a leader must first lead themselves.

Personal power develops from self discipline, confidence and adaptability. Leaders who cultivate these qualities naturally expand their influence and set an example for those around them. Continuous learning sharpens decision making and enhances credibility and leaders who focus in building confidence foster trust and strengthens leadership presence. Where applicable leaders who have emotional intelligence or emotional awareness can navigate complex interpersonal dynamics with empathy and awareness. Finally, resilience enables them to navigate challenges with composure and determination.

By mastering self-leadership, individuals establish the foundation upon which they can wield power effectively and ideally do so ethically.

In a team setting, a leader’s power is amplified through the empowerment of others. Although it can also be argued it can be amplified through coercion too.

Leadership is not about control but about enabling individuals to thrive and contribute meaningfully but we should also be mindful that in some leadership ecosystems where deference to seniority and hierarchy are prioritised, power is shaped by this system.

Ideally many want leaders who encourage autonomy so team members have ownership over their decisions, fostering accountability and engagement. This goes hand in hand with recognising contributions from the team to strengthen morale and motivate individuals to perform at their best. And yet this also goes hand in hand with a leader who will direct a specific vision and want attention to detail from those they lead. And an honesty to own not just the wins but also identify the mistakes made.

It is ideal to create psychological safety that allows people to share ideas and concerns without fear, driving innovation and collaboration. That said we should also be aware that many of the lauded brands, products or companies we look up to for their innovation, have evidence of power and its misuse of it. How such teams and individuals navigate continues to be a challenge for those who coach and facilitate in this space but it is real.

IFacilitating growth by investing in mentoring and skill development ensures that team members evolve alongside the organisation. Leaders who share power with their teams foster a culture of trust, commitment and high performance, but in reality, this is not always the case.

On a broader scale, power drives the vision, strategy and culture of an organisation.

We look to effective leaders to balance authority with inclusivity, ensuring that power is used to align teams, drive transformation and create sustainable impact. Strategic visioning enables leaders to rally individuals around a shared mission and direction and culture setting establishes values and behaviours that define the organisation’s identity. We look to stakeholder management to ensure strong relationships across teams, clients and partners, allowing leaders to influence decisions beyond their immediate sphere. Whether they are leading a team or individual contributors. Driving change requires an understanding of power and the ability to challenge the status quo, implement new initiatives and create an environment where progress thrives. Not everyone is equipped however to do this and not every organisation has systems that allow such change to thrive. The detail is in the data. However, leaders who understand how to navigate power at this level shape organisations that are resilient, adaptable and forward thinking.

I chose to write this with a little dose of cynicism about how people see power.

Power is a fundamental leadership tool, but its impact is determined by how it is exercised. Of course, ethical leadership demands integrity, transparency and fairness and many of us see how leaders who misuse power create environments of disengagement and toxicity, while those who wield it responsibly foster trust and innovation.It is important to have transparency in communication to build credibility and confidence among teams. To exhibit fairness that ensures that all individuals are treated with respect and equity. To include accountability where there is a taking responsibility for leadership decisions and their consequences. Leaders who apply these principles create organisations that are inclusive, empowering and driven by purpose.

Leadership is inseparable from power. The challenge is not whether to embrace power but how to use it wisely. Great leaders recognise that power, when used responsibly, can inspire individuals, strengthen teams and drive organisational success. The true test of leadership is not in avoiding power but in mastering it to serve the greater good. It is also important for those who are being lead to be aware of whent it is not being used for good and what to do then. By all means let us understand and apply the principles of ethical power so that leaders at all levels can harness their influence to create lasting, positive change. But let us also be broad enough in our thinking and practice to recognise there are other existing forms of power that we have to navigate, whether that is wielded by others or ourselves.

Further Reading

1. French, J.R.P., & Raven, B. (1959). The Bases of Social Power. University of Michigan Press.

2. Power Play (HBR), Jeffrey Pfeffer (2010)

3. Burns, J. M. (1978). Leadership. Harper & Row.

4. Kellerman, B. (2012). The End of Leadership. Harper Business.

5. Goleman, D. (1998). Emotional Intelligence. Bloomsbury.

6. Heifetz, R., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press.