My New(ish) Obsession: POWER
Two years ago I was running an OD project with a client, it was a 9 month culture improvement project where a team who were struggling with their identity and cohesion wanted to improve. Early on I noticed that the dynamics within the group were interesting. I observed silos, body language suggesting contempt, and something I couldn't put my finger on.
As often happens, I got a bit singularly focused on it and took to Dr. Google in search of methodologies that I could use to explore what was happening and "power" was where I ended up. It got me thinking about power dynamics within the group, and actually within ANY group, and that's where the idea for my book was born. I started thinking that we'd been looking at the concept of power all wrong, almost as a negative and domineering thing.
But what if it was something else? What if power came from a variety of qualities? And could be used in a variety of ways? What if understanding our own power could help us to achieve our goals? What if we all had some level of power at all times and just had to learn what it was and how to tap into it? I had all the questions that I needed answering...
A New Lens on Power
It got me thinking what if the very qualities we've long considered a weakness—vulnerability, authenticity, or even uncertainty—are, in fact, the basis of true power? Traditional leadership models have long celebrated control and authority, yet modern research in organisational psychology suggests that the dynamics of power are far more complex and, at times, paradoxical. Because of this I wanted to delve into these complexities, challenging conventional wisdom with the hope that it will pique your interest and encourage you to rethink what power really means in the workplace.
Setting the Stage: Power in Organisational Psychology
In the context of organisational psychology, power isn’t a static attribute wielded by a select few. Instead, it is a fluid construct that influences interactions, shapes culture, and directs the flow of influence between every individual and across every level of an organisation. From boardrooms to team huddles, the ways in which power is perceived and exercised has an impact on organisational effectiveness and employee satisfaction. I would argue that leaders who master the subtleties of power dynamics are better equipped to foster innovation, drive engagement, and ultimately, achieve sustainable success.
At the heart of modern leadership lies a bunch of theories and studies that uncover the dual-edged nature of power, here's some of the ones I am particularly interested in (and what you'll be hearing MUCH more about in weeks to come):
The Paradox of Vulnerability Recent studies highlight a seemingly counterintuitive truth: leaders who embrace vulnerability can foster more open, trusting environments. Brené Brown’s groundbreaking work (Daring Greatly, 2012) has revolutionised our understanding of vulnerability, demonstrating that when leaders reveal their imperfections and human side, they encourage authenticity and resilience in their teams. Similarly, research on emotional intelligence—popularised by Daniel Goleman—suggests that a leader’s ability to recognise and manage their vulnerabilities is linked to more empathetic and effective leadership. By allowing themselves to be imperfect, leaders pave the way for more authentic, loyal, and innovative teams.
Social Influence and Power Dynamics Power is not solely about command; it is also about the capacity to inspire loyalty and commitment. The principle of reciprocity, as detailed by Robert Cialdini in Influence: The Psychology of Persuasion (2006), explains how acts of genuine support and kindness can lead to a mutual exchange of trust and commitment. When leaders offer support and extend the benefit of their influence, they create a virtuous cycle that encourages employees to invest more effort and creativity back into the organisation. This dynamic is further supported by the broader body of work in social exchange theory, which emphasises balanced and reciprocal relationships as the backbone of effective leadership. This suggests that social power can hugely impact the way an organisation works.
The Role of Perceived Control Traditional notions of power are often linked with the idea of direct control. However, organisational psychology tells us that perceived control is equally significant. Foundational theories such as Rotter’s locus of control (1966) and Hackman and Oldham’s Job Characteristics Model (1976) have shown that when employees feel empowered and in control of their tasks, they exhibit higher levels of engagement, motivation, and innovative thinking. Leaders who actively empower their teams by involving them in decision‑making processes create a distributed power environment that drives collective success. This shift from a command-and-control approach towards one that values shared control can boost organisational performance and employee well‑being. These theories were particularly interesting to me because it's almost the antithesis of power. You're handing the power TO the employee rather than considering your own power source and how to use it.
Integrating the Theory into Practice
Understanding these psychological principles is only half the battle; the real transformation occurs when theory meets practice and this is exactly what I'm writing the book on. Wondering how you can start to think about the role of power in your everyday life? Here's some ideas.
Embrace Vulnerability as a Strength: Draw on the work of Brené Brown and Daniel Goleman by openly acknowledging your limitations and learning moments. Share stories of overcoming challenges and encourage team members to do the same. This humanises your leadership and fosters deeper trust.
Leverage the Principle of Reciprocity: Following Robert Cialdini’s insights, consciously support your team members through recognition and assistance. When you invest in others, you help create a self-reinforcing culture where loyalty and high performance are the natural outcomes. Remember the best cultures are PROACTIVELY created, not passively or reactively.
Empower Through Shared Control: What can you give your team a voice in? What power do they have over how they execute their work. Whether through regular feedback sessions or collaborative decision-making processes, ensure that your employees feel they have real agency over their tasks.
Conclusion (and weirdly no squirrels from me because I'm really into this topic at the moment)
In today’s rapidly evolving landscape where working environments are changing, generational differences and gaps are widely recognised, and organisational psychology is becoming a MUST HAVE rather than just a NICE TO HAVE, power is continuously being redefined.
Effective leadership is not about an unwavering display of strength or control, but rather about creating an environment of authenticity, mutual influence, and shared responsibility. Consider your own leadership style, start to think about your own positions of power, reflect on how embracing vulnerability, encouraging reciprocity, and fostering perceived control might unlock new levels of influence and success within your team.
I'd love to hear your thoughts on this topic, and whether it's as interesting to you as it is to me!
For now,
Toodles x
