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"The fundamental concept in social science is Power, in the same sense that Energy is the fundamental concept in physics... The laws of social dynamics are laws which can only be stated in terms of power." Bertrand Russell, 1938
I've seen power used poorly – to intimidate, build egos, protect empires, and undermine perceived competition. When it was my time to step into a leadership role, I was determined not to wield my power in this way. I viewed power as a dirty tactic, and I avoided engaging with it.
While it's widely accepted that military and political leaders deal in power, in organisations such as the Australian Public Service (APS), power has been treated as "everyone's nasty little secret"¹. Historically, discussing power as a leadership tool has been considered taboo, yet leaders inevitably use power to achieve goals and resolve organisational challenges.
With this lens, it’s easy to recall examples of hostile power use but, having realised the holistic nature of power, I can recount many instances of expertly applied power. For example, the time a team member used their expertise and specialist knowledge to forecast the strategic implications of a policy decision and influenced decision-makers to take a different path; and the time a leader built a whole new part of an organisation attracting people to work through uncertainty, powered by the admiration and respect she had built over years of modelling integrity, compassion and good judgement. In hindsight, I was so focussed on avoiding the negative implications of power, that I was missing the opportunity to truly recognise and harness my own sources of energising power. Holding power uncomfortably is also a poor use of power.
Although power can be perceived negatively, its appropriate and transparent application is vital for effective leadership and organisational success. Researchers have demonstrated that power shapes behaviour, emotions, cognition, and social interactions. Effectively harnessing power enhances a leader's ability to take action, pursue goals, and engage effectively with risk².
Power is crucial for implementing change within organisations and addressing conflicts where people may have competing agendas. Leaders must understand and openly discuss power dynamics to apply power constructively and ethically. Effective leaders harness the positive aspects of power to drive action and innovation while mitigating its potential negative effects by fostering inclusivity and psychological safety. Getting the balance right can sometimes be difficult – but it’s more difficult if you’re not doing it consciously and purposefully as a leader.
...Enter the Wise Leadership: Conscious Use of Power program
Step into your personal power and join us for our upcoming leadership program, Wise Leadership: Conscious Use of Power. This program is designed to help leaders understand the different facets of power and how to wield it effectively to overcome personal and organisational challenges.
Develop a deeper understanding of power dynamics,
Cultivate trust, respect, and agency by wisely using your power,
Learn from seasoned leaders and expertly trained professionals.
Our first intake kicks-off Friday 30 August. Register your interest in our first Wise Leadership program to become a more effective and ethical leader and make a lasting impact on your organisation.
¹ Kakabadse, A. and Korac-Kakabadse, N. (1999). Essence of leadership. London ; New York: International Thomson Business Press, pp.107–145.
² Anderson, C. and Berdahl, J.L. (2002). The Experience of power: Examining the Effects of Power on Approach and Inhibition tendencies. Journal of Personality and Social Psychology, 83(6), pp.1362–1377. doi:https://doi.org/10.1037/0022-3514.83.6.1362.
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