When discussing power in my graduate leadership classes, I often proffer the following guidelines:
If you the power don’t argue about it.
If you don’t have the power, don’t argue about it.
In short, avoid power struggles. Which is not the norm! Organizational power issues and drama are commonplace, and one of the root causes of conflict. (see the blog on causes of conflict)
Understanding power dynamics can be key to effective leadership. One of the most influential theories of power was developed by John French and Bertram Raven. showed how different types of formula power and personal power affected leadership effectiveness. Of course, the way the power is used depends on the leaders’ character / traits
The abuse of power is equally important to analyze. Often, when a formal leader abuses power, an “informal” leader emerges that has the personal power characteristics without the formal / organizational power.
Bases of Formal / Organizational Power
Position / Legitimate
The power that comes with your position /job description, such as planning, resource allocation, delegating, assigning, hiring, firing…
REFLECT:
Assess your level of power in this category.
They may vary in different situations: team lead vs. team member.
How have you seen other leaders abuse this power?
Have you been an “informal” leader?
Reward
The power to reward those who comply with your wishes / directions / standards – who meet and exceed objectives, show initiative and innovation…
This can include employee promotion, recognition, bonuses, time off…
REFLECT:
Assess your level of power in this category.
How have you seen other leaders abuse this power?
Punishment (Coercive)
The power to punish those who do not comply with your wishes / directions / standards – who do not perform. This can support the negative practice of groupthink – punishing those who disagree with practices and procedures, etc.
This can include termination, demotion, poor performance review, reduced responsibilities… In toxic environments, it can include humiliation, bullying intimidation…
REFLECT:
Assess your level of power in this category.
They may vary in different situations: team lead vs. team member.
How have you seen other leaders abuse this power?
Bases of Personal Power
Expert
The power that comes from having superior experience, knowledge and skills.
This can include being a single source of information, a thought leader that influences decisions and provides solutions. It can mean mentoring / training others.
REFLECT:
Assess your level of power in this category.
They may vary in different situations: team lead vs. team member.
How have you seen other leaders abuse this power?
Referent:
The power that comes from others wanting to identify with you. It can include charismatic and dynamic leaders, famous figures, admired persons…
The referent leader may not seek that power – (like a celebrated athlete), or may seek it for personal gain – (like an influencer).
REFLECT:
Assess your level of power in this category.
They may vary in different situations: team lead vs. team member.
How have you seen other leaders abuse this power?
For instance, as a University Professor, I have all three organizational powers and the expert and referent power – based on years of proven experience as an effective leader. I create assignments and rubrics for grading them, give grades, make assignments, create teams, determine class hours, etc. For personal power, I am an expert in the field and respected leader and management consultant.
I consider it an abuse of power when a “teacher” is not committed to student learning, does not provide clear instructions and objective grading scales, is lax in returning work, has favorites, frequently strays off topic…
However, performing the same “actions” – presenting leadership workshops for the Chamber of Commerce – my powers are minimal. As a volunteer, there is llimited legitimate power: reward power is limited to positive feedback and preference for whose questions / issues I address: punishment power is limited to postponing / eliminating breaks (I do not use threat, etc tactics). Consequently, my personal power is my base in those settings.
I consider it an abuse of power when a workshop leader does not have a solid foundation of the subject through both knowledge and experience, does not maintain timely schedules, and frankly – is boring!
APPLY:
Create a strategy to
* use your existing power effectively
* expand your power with increased expertise
