3. Power

3.1 Introduction

The module consists of 5 pages of content. Use the "Continue the course" links at the bottom of each page to work through the pages in order. To choose another module use the buttons at the bottom of the page.

The word POWER is loaded with many meanings and interpretations, some of which can be uncomfortable. Yet it is a critical aspect of leadership and it is difficult (perhaps impossible) to achieve things without power.

When someone is seen as influential, they are recognised as having some kind of power. So, in a sense, we could define power as the potential or ability to influence others; and see influence as the results of applying power. (We will take a deeper look at 'influence' in a future module.)

Here are a couple of things people say (and the sub-text).

"I don't have the power to do that - I am low in the hierarchy; my bosses have all the power."

Assumes that power resides in the management chain and that seniority is the sole deciding factor.

"I'm not looking for power. That isn't what drives me."

Assumes that power is about competing against and controlling others, and that's uncomfortable for you.

We will all have witnessed the abuse of power, but we will also have seen power used to deliver good things. We will have seen power taken away from people, but we will also have seen power used to help people grow and to feel empowered themselves.

In this section we will look at the types and sources of power and, using thinking from Transactional Analysis, consider what power looks like in inter-personal relationships. We will also look at some of the uncomfortable aspects of power.

The section on Presence questions the assumption that 'presence' is an innate attribute (you have it or you don't) and looks at ways to develop our skills to engage people with our ideas and get their support to make the things that matter to us happen.

Continue the course with: 3.2 Forms and Types of Power