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Italiano Chris Mowles describes power as the currency of organisational life. It flows through formal hierarchies, informal networks, and unspoken agreements. The German sociologist Norbert Elias argued that power isn’t a fixed possession, but rather a dynamic relationship – a balance (or imbalance) between different actors. He famously noted in 1969 that “the master has power over the slave, but the slave also has power over the master due to the services the slave provides and the master’s dependence on them.” In other words, power is always shifting. It is not something leaders own outright; it is something that exists in the tension between people.
Reflecting on my own career, I’ve experienced both ends of the power dynamic – being subject to it and exerting it over others. One key lesson stands out: The power you hold is only as strong as the willingness of others to grant it. The balance can shift at any moment if people decide to challenge it.
The Role of Loyalty in Power
Loyalty plays a critical role in the power balance. If people are loyal to you, your influence grows. If loyalty shifts, power follows. I’ve witnessed situations where a change in my own loyalty undermined the authority of people with formal power, as well as moments where loyalty towards me gave me the resilience to push back against those in positions of higher authority. Leaders who rely solely on positional power, without earning the trust and loyalty of their teams, are standing on shaky ground.
Knowledge as a Source of Power
Access to knowledge and information is another crucial factor in power dynamics. If you hold critical information that others lack, the balance tilts in your favour. Years ago, I found myself in a situation where I knew I was about to be dismissed from my role as a line manager. Due to my network and the loyalty of colleagues, I learned about it before the person with the formal authority to fire me took action. I couldn’t change the inevitable, but I could use that knowledge to shift the dynamic. I prepared my team for the transition, ensured my successor was set up for success, and secured my next opportunity before the axe fell. Information doesn’t guarantee control, but it gives you options – and in power dynamics, options are invaluable.
Setting Boundaries
Power is also about what we allow. Some people control others through aggression, while others use guilt or manipulation. But only if we let them. Establishing clear boundaries and making firm decisions shifts the balance. The moment you stop allowing someone to exert control over you, their power diminishes. Leadership isn’t about avoiding conflict or pleasing everyone – it’s about standing firm in your principles and owning your decisions.
Strength and Kindness
Pippi Longstocking, the iconic character created by Swedish author Astrid Lindgren, offers a simple yet profound piece of wisdom: “If you are very strong, you must also be very kind.” Leadership is not about dominating others or clinging to power at all costs. True leadership comes from earning respect, fostering loyalty, and recognising that power is always shared. No leader stands alone – your influence is only as strong as the people who choose to follow you.
Power is not a possession. It is a relationship. And the way we navigate that relationship defines the kind of leader we become.
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