The Difference Between Power and Leadersip

The Difference Between Power and Leadership...

As we climb the proverbial ladder of success, our influence among those we lead becomes an increasingly important aspect of how we develop as leaders, managers, and supervisors.   Because we have demonstrated the competency to obtain a promotion, an inherent institutional trust is placed in us to lead followers toward common goals or corporate mission objectives. 

Promotion is indicative of two things – the fact that we have demonstrated the academic or technical competency required for promotion, and the fact that we possess the potential for increased responsibility and leadership opportunities.  It’s that simple!  But it doesn’t end there.

Good leaders are broadly defined.  However, a common trait among all good leaders is their ability to develop loyal followers to effectively reach goals and corporate objectives.  Good leaders, therefore, possess a proportional blend of traits that project competence, confidence, drive, influence, and compassion. 

Every leader acquires a commensurate level of inherent power with each rise in promotion or position.  If used appropriately and in proper proportion, inherent power can be a very useful tool.  Use it indiscriminately, however, and it will inevitably lead to the erosion of loyalty, discontent among followers, and ultimately, to mission failure.  It is therefore unwise to use the inherent power of our position as a primary tool of influence on those whom we lead.

The term, power, is defined as the ability or capacity to perform or act effectively.  This definition captures the essence of how power can be used appropriately to produce a desired outcome.  Let’s face it, sometimes the power of position - inherent power - comes in handy if used with discretion and in proper proportion.  It should be considered primarily as an external means of influence and only as a last resort as an internal method.  It should never be used as a means of self-promotion, intimidation, or assertiveness, as this can result in resentment and subversion by those who will undoubtedly see through such facades. 

Most often, your inherent power will be enough of an influence to project itself without any self-assistance whatsoever.  Some make the fatal mistake of “helping” to project inherent power unnecessarily.  This method typically produces unfavorable results as it is seen as an overreach that casts just the opposite effect intended by the sender.  However, when inherent power is delicately blended with personal power, the results can produce amazing results that actually bring people together to form alliances and loyalties that enhance productivity, team dynamics, and achievement.

Personal power is easy to recognize.  Few have it, even fewer know how to effectively employ it.  But it can be learned.   Personal power is developed by the leader who knows how to strike a delicate blend of interpersonal skills and objective vision to effectively solicit willing acceptance among followers.  It becomes particularly important as organizational leadership has become more about collaboration and influence rather than command and control.  To be clear, there are times when inherent power must be used; particularly when the leadership style calls for it (new military recruits, emergencies, on the battlefield, etc.)  As for team or group dynamics however, its generally safe to say that inherent power should rarely, if ever be used as a primary means of leadership influence or goal achievement strategy. 

Among the types of personal power, expert power and referent power carry the most influence.  

Expert power skirts the edges of inherent power but doesn't quite fit neatly within the confines of that definition.  Expert power belongs to those who have demonstrated an expertise in an area where few, if anyone else on the team or in the organization, possess an aptitude or ability similar in scope, breadth, or depth.  They're generally respected for the knowledge they possess.  As they say, "Knowledge is Power!"  

Referent power is generated by a follower who has a high level of respect or admiration for an individual leader and can clearly identify with personality traits, vision, corporate methodology, or leadership style.  Loyalty among those who confer the referent personal power is typically very high.  

The lines that differentiate the principles of power and leadership often depend upon the type of power used in conjunction with varying leadership styles.  Some type of power is typically at work in most leadership and management situations.  The key point is to recognize it and effectively employ the blend that works best without subverting the mission or intended goal...or completely losing the buy-in and support of your team.  

Remember...leaders lead people!  Don't be the leader who wonders why the team just doesn't seem to work well together without taking the time to conduct a little self-analysis on how YOU are interacting within your group or how YOU are percieved by the team you lead.  A little insight can go a long way to make your life a lot easier!

Until next time!

- G -

“Success can always be achieved.  Whether the outcome is effective depends, in large part, on the methods used to get you there. ”

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