Leadership and power

What it’s all about

Understanding power is a key challenge for managers. Power not only influences one’s own career development, but also the dynamics within teams and organisations. The ability to use power effectively and ethically is an essential component of successful leadership behaviour. In this article, the topic of power is examined from different perspectives: first from a philosophical and psychological point of view, then with regard to its relevance for self- and leadership management, and finally in the context of the changing digital landscape.

The philosophical perspective

The discussion about power goes back to the earliest philosophical writings. In ancient philosophy, power was closely linked to questions of ethics and the good life. Aristotle viewed power within the framework of virtue ethics. For him, power was something that should be exercised in accordance with virtue in order to promote the good of the community. Plato, on the other hand, viewed power in his work “The State” as something that is legitimised by the wisdom of rulers.

Over the centuries, the philosophical understanding of power has evolved. In the 17th and 18th centuries, questions of power were analysed in the context of social contracts and political institutions. Thomas Hobbes saw power as a necessity to maintain order in society, while John Locke linked the idea of power to individual rights and freedoms.

In modern philosophy, Michel Foucault is a significant voice that has revolutionised the idea of power. Foucault did not see power as something that is merely exercised by rulers over the ruled, but as a network of relationships that runs through social structures and institutions. According to Foucault, power manifests itself in discourses, norms and practices that shape and control the behaviour of individuals. This understanding emphasises that power is not only repressive, but can also be productive by creating new forms of knowledge and social practices.

The psychological perspective

Psychology analyses power primarily in terms of interpersonal relationships and individual motivations. One of the most influential theories in this field comes from David McClelland, who identified power as one of the three basic human drives, alongside achievement and affiliation. McClelland distinguished between personalised and socialised power. While personalised power is aimed at self-interest and control over others, socialised power is aimed at promoting the well-being of others and bringing about positive change.

Another significant contribution was made by social psychologists John French and Bertram Raven, who identified five different bases of power: legitimate power, reward power, coercive power, expert power and referent power. These forms of power reflect different sources from which managers can derive their authority and influence. Legitimate power is based on formal position within an organisation, while reward power is based on the ability to provide incentives and benefits. Coercive power, on the other hand, is exercised through the ability to impose punishments or negative consequences. Expert power comes from specific knowledge or skills, and referent power is based on personal charisma and the ability to inspire and motivate others.

Psychological research has shown that power can influence cognitive and emotional processing. People in positions of power tend to think more abstractly and focus more on their own needs and goals. At the same time, power can lead to a sense of responsibility that promotes altruistic behaviour and prosocial decisions, especially when the exercise of power is coupled with empathy and moral awareness.

Power and self-management

For managers, the ability to understand and utilise power in the context of self-management is crucial. Self-management refers to the ability to organise oneself, set personal and professional goals and take the necessary steps to achieve these goals. In this context, power is the ability to dispose of one’s own resources and competences and to use them effectively.

A key aspect of self-management is self-awareness. Managers must recognise their own strengths and weaknesses in order to use their power positively. A realistic self-image enables managers to optimally utilise their skills and work specifically on their weaknesses. This requires a high degree of emotional intelligence, which enables them to recognise and manage their own emotions and understand the emotions of others.

Self-discipline also plays a central role. Leaders must be able to set clear priorities and use their time effectively. The ability to delegate tasks and focus on the essentials is a prerequisite for channelling one’s own energy towards achieving the most important goals. It is also important to develop the ability to say no and to arm yourself against distractions.

Another aspect is resilience, i.e. the ability to remain steadfast in difficult times and to view challenges as opportunities for personal and professional development. Managers who cultivate their inner strength and maintain a positive attitude are better able to cope with the uncertainties of day-to-day management.

Power and the leadership of teams

In leadership management, the way power is used is critical to the dynamics and success of a team. An effective leader understands that power is not solely for giving instructions and exercising control, but rather as a means to create an inspiring and supportive environment in which team members can fulfil their potential.

Trust is a key factor in the relationship between manager and team members. Leaders who use power to build trust create a culture of openness and honesty that allows team members to feel safe and free to express their opinions and ideas. This not only encourages creativity and innovation, but also boosts employee engagement and satisfaction.

The ability to use power to promote empowerment is another important feature of effective leadership. Empowerment means giving team members the necessary autonomy and responsibility to make decisions and complete tasks independently. Leaders who use their power to empower their employees strengthen the self-confidence and motivation of team members and help to create a dynamic and agile organisation.

Conflict resolution is another area where power plays a central role. The task of managers is to use power not to suppress, but to mediate and moderate conflicts. This requires empathy and the ability to understand and integrate different perspectives. Constructive conflict resolution promotes a respectful and co-operative working environment and helps to reduce tensions and ensure productive collaboration.

Power and digitalisation

Digitalisation is changing the way power is exercised in organisations. In a digital environment in which information is freely accessible and hierarchies are becoming flatter, the focus is shifting from traditional position-based power to power based on knowledge and networks. This transformation requires managers to realign their power strategies.

Digital competence is becoming a decisive factor for the success of managers. The ability to understand and strategically use technology to increase the efficiency and innovation of the organisation is essential. Leaders need to recognise the opportunities and challenges of digital transformation and be able to use digital tools and platforms effectively to lead their teams and drive their organisations forward.

Another important aspect is transparency. In a connected world where information is easily accessible, leaders must be prepared to communicate openly and transparently. This requires the ability to maintain clear and honest communication and share information with team members to foster trust and collaboration.

But the ethical use of power is also becoming increasingly important in a digitalised world. Leaders need to be aware of the ethical implications of technological advancement and ensure that power is exercised responsibly and sustainably. This includes protecting privacy and handling data responsibly, as well as promoting diversity and inclusion.

Conclusion: Power as a dynamic concept in leadership

Power is a complex and dynamic concept that plays a central role in leadership. Leaders need to understand the different dimensions of power and be able to use it consciously and responsibly to achieve their personal and professional goals and maximise the potential of their teams and organisations.

The future of power requires leaders to be willing to continuously evolve and adapt. In a changing and digitalised world, leaders must be able to use power not just to assert control, but to promote collaboration, innovation and ethical behaviour. This is the only way they can succeed in a complex and interconnected world and have a positive impact on their organisations and society.