Comments on: Sources of Power

By: Monica Diaz

Monica Diaz — Thu, 21 Jan 2010 01:34:49 +0000

Loved your post here! Well put and really to the point of power. The problem with Position Power is the illusion it creates on all fronts. Because the person possessing the power believes she can control the people in her line of command, she many times does not work on building personal power. Many bosses are then surprised that they do not get any commitment! Some authors distinguish between POWER (that can influence people) and AUTHORITY (that can have an effect on them but not truly sway them). The latter is pure position power. As for Personal Power being “the one ring to rule them all”, it is definitely the one that can make others CHOOSE to comply, commit, follow. And it is ALWAYS their choice to do so, even when they are under the illusion that it is not). Now, when power (Personal Power) and authority (Position Power) reside in the same person, the possibilities are endless! Thanks for your reflections here and always, Tom!

By: Tom Glover

Tom Glover — Sun, 17 Jan 2010 10:40:09 +0000

I think you are absolutely right Jeanne. I think this is why I’ve always been so adamant in my belief that not only does leadership happen at all levels in an organization, but we actually need leadership to happen at all levels of an organization. Certainly this kind of leadership doesn’t happen because of position power, so we need to rely on personal power for it to happen.

The best thing about this is, as you say, it generates loyalty and discretionary effort and as leaders grow within an organization this loyalty and effort that they have generated continues to grow as they begin to acquire position power. The danger of course is that these growing leaders need to continue to rely on the personal power that has worked for them and not be seduced by the additional power of their position to the point of abusing this new found power.

By: Tom Glover

Tom Glover — Sun, 17 Jan 2010 10:30:48 +0000

You know David, kidding aside, the more I think about it you may just be right. Personal power just may be “one ring to rule to the all”. After all this is where we focus so much of our energy in leadership development. Maybe when we have personal power it is the one thing that is more “powerful” than anything else.

I’m actually glad you mentioned LMX. I’ve got an article about LMX rolling around in my head that should end up getting posted in the next week or two. You’ll have to let me know what you think about it.

By: Jeanne Male

Jeanne Male — Sat, 16 Jan 2010 18:27:32 +0000

Tom, your post is especially timely for me as I was just teaching about the subjects of personal vs positional power this week. So many think, “if only I had the title or power to…, then I could…” when in fact, those with positional power are severely limited without personal power. Leaders that focus on personal power(likability, emotional intelligence and positive emotion that create influence)generate loyalty and tap discretionary effort above and beyond what title and job descriptions mandate. We know this intuitively but there are also sound data to reinforce the business case behind building and using the “soft” skills that create personal power. Thanks for raising this important issue.

By: davidburkus

davidburkus — Fri, 15 Jan 2010 20:35:17 +0000

Isn’t personal power a “one ring to rule them all.” Just kidding. It’s certainly preferred but LMX suggests it may not be possible with all followers.

By: Tom Glover

Tom Glover — Fri, 15 Jan 2010 16:50:36 +0000

Dale, thanks for sharing your great example. I think it shows that when we pay attention to how we are using our power and which types of power we’re using we are able to make good things happen.

By: Dale

Dale — Fri, 15 Jan 2010 12:31:27 +0000

Great overview of power and its importance in being understood and positively leveraged by leaders. I remember years ago when I returned from six weeks of leadership management training where we were taught about these and I observed the various power structures. I was just put in charge of a new group of two teams, and noticed one of the leaders had expert power and the other social or referent power. By encompassing them in the planning and decision making process, this power was inherently leveraged through their stake in the process. Great post!