Power is often defined as simply the ability to act, but power can be quite complicated. Many people want it, but not all who have it know what to do with it. Some abuse it, while others use it quite constructively. We’ve all heard the old adage that power corrupts and absolute power corrupts absolutely. Being a leader/manager comes with a certain amount of power, so it’s your responsibility to understand it and use it in a manner that will optimize the results of your efforts.
There are two kinds of power that are worth considering by anyone in a leadership position: positional power and personal power (Reardon 2001). Lets take a look at both.
Reardon (2001, p. 150) defines positional power as having to do with “how much formal power people perceive you to have”. Reardon further states that positional power comes in a variety of forms – status, visibility, centrality, relevance, job cachet, and autonomy. This suggests that one doesn’t necessarily have to be in management to enjoy some form of positional power.
Although your management position automatically affords you some level of power, the other factors can contribute considerably. While your current position is what it is, what you do with it is up to you. Being visible and involved* will contribute to the way others see you in a much more favorable way than being secluded and appearing non-interested would. Pay attention to the power that your current position gives you and what you’re actively and consciously doing with it.
Personal power refers to “traits and skills that make people influential” (Reardon, 2001, p. 165). Some achieve personal power through the means of expertise, dedication, or positive impression, while others rely on having the right amount of confidence or skillfully mirroring those in power. Regardless of which personal power traits or skills we utilize, the end goal is the same – to influence those around us in ways that will benefit us.
Do you have skills and expertise? Do people see you as committed and dedicated? Do you project confidence? Do you empower others? These are all very important questions as they are a crucial part of personal power. Take the time to examine your answers and formulate your plan of action.
Keep in mind that whether considering positional or personal power, you have the ability to affect it in your favor. You actions affect others’ perceptions of you. Those perceptions, in turn, will contribute to how much power they believe you to have.
*Being involved is not the same as micro-managing.
Reardon, K.K. (2001). The Secret Handshake: Mastering The Politics Of The Business Inner Circle. New York: Doubleday.
