Force Versus Power

The role of authentic power in leadership.

  

The concepts of force and power seem to convey similar meanings and are often confused for each other. However, in physics they are not interchangeable. Force is the fundamental result of an interaction between two objects, while power is an expression of energy consumed over time. Force is the physical interaction that changes an object's motion, while power is the rate at which energy is transferred. Force and power can both be described and measured however, force is an actual physical phenomenon, and power in itself is not.

Power, in political science and sociology, is the capacity to influence, lead, dominate, or otherwise have an impact on the life and actions of others in society. One of the most influential thinkers to investigate the phenomenon of power was the French philosopher and historian Michel Foucault. His work expanded the theoretical boundaries of power to include the social construction of thoughts, desires, identities, and truth, or knowledge.

When most people think about power, they immediately think about the control that high-level leaders exert from their positions atop the organisational hierarchy. However, power extends far beyond the formal authority that comes from a title. Rather, power involves the ability to influence or control without exerting force, relying on innate capability. Force on the other hand, implies coercion.

Unfortunately, in many organisations, genuine power is often unrecognised or underutilised. Leaders at all levels have access to power, and the ability to identify this creates the opportunity to leverage it. Such bases of power include:

• The power of charisma: the influence that’s generated by a leader’s style or persona.

• The power of relationships: the influence that leaders gain through their formal and informal networks both inside and outside of their organisations.

• The power of information: the control that’s generated through the use of evidence deployed to make an argument.

• The power of expertise: the influence that comes from developing and communicating specialised knowledge.

Understanding how to leverage these bases of power is key to developing yourself, your team, and your organisational performance.

Make relationships a priority.

Your ability to use the power of relationships will be compromised if you’re not connecting with the right people. Therefore, identify the people with whom you need to establish or develop a relationship, and invest time and energy into your existing relationships. Seek to understand others better and acknowledge others’ needs to build the social capital required to influence others now and in the future.

Repair damaged relationships and the image others may have of you. Look for ways to reestablish trust with others through face-to-face interaction and the sharing of honest feedback. However, be aware that some relationships may be dangerous to you, and stepping away from them may be more beneficial than saving them. Be clear on the arena in which you are willing to connect, and don't lower your values or professionalism to repair any relationships that may cause you harm.

Don’t overplay your personal agenda.

While the power of relationships can be an effective method for promoting your own agenda, it also risks others perceiving you as self-serving rather than a team player. It’s important for leaders to be aware of these negative perceptions to effectively leverage the power of relationships. Establish genuine connections that are built on mutual respect and admiration. Forgo relationships that don't align with your values.

Maximise your communication network.

Think about the people with whom you communicate the most. Are they providing you with access to unique information or redundant information? Are they providing you with knowledge that is relevant to your personal and professional development? Expand your network to find people who may be untapped sources of information. And then, be that person for someone else.

Make the most of your position.

Research and experience suggest that authority doesn’t automatically accompany a formal leadership role. In other words, position doesn’t always mean power. You may want to find some subtle ways to communicate your formal authority. This is also a good example of effective self-promotion at work.

Develop your brand of charisma.

Regardless of your level of charisma, the key is to make small changes in your leadership image while maintaining your authenticity. Maintain the characteristics that make you who you are and try to identify two or three behaviours that might increase your ability to connect with others. Practice those behaviours, enlisting help from a coach or mentor if needed.

Be the expert.

Perhaps the most interesting thing about power is that it’s generally in the eyes of the beholder. You can’t just have power unless there are people willing to perceive you as having power. The same holds true for expert power – it comes from actual expertise such as an advanced degree or relevant experience.

Tailor your power to reward others.

Many leaders mistakenly assume that leveraging reward power only means giving people more money. While this option sounds attractive, it’s not always possible. Consider recognising and incentivising your team members in other ways. Ask your team members what they would find rewarding. Whatever their incentive, don’t make the mistake of assuming that one reward fits all.

Reward with words.

Give positive feedback often. Research tells us that during the course of a typical working relationship, it takes a ratio of 4:1 (four positives for every negative) for a receiver of feedback to believe that the feedback has been fair. At the same time, when team members fail to live up to expectations, communicate and enforce your standards, but be sure to provide support along the way. Also, be explicit about the consequences for behaviour or results that don’t meet expectations – and follow through consistently.

Teach others.

Leveraging your full power doesn’t mean hoarding it. If you want to empower the people you lead, you also need to teach them how to use the power they have available to them.