At a basic level, leaders need power. They need the power to influence, to develop, and to enable people. All of these are fundamental to making things happen, and therefore to the ability to do the job of a leader.

However, this isn’t the same as having authority and rank. Indeed, some of the most powerful leadership can arise when these things are deliberately relinquished.

The leader’s power should always be seen as a means to an end, with the ‘end’ being the achievement of worthwhile outcomes for the greater good.

Who can have power?

Finding the right balance

As we’ve seen, it’s important for leaders to have the power to engage their people, but they don’t necessarily need to be in full control at all times.

Tannenbaum and Schmidt’s leadership continuum suggests that even those who do hold a position of management responsibility may deliberately choose the level of authority they exert, sharing their authority with others in their team in order to develop ability and increase motivation.

Similarly, McGregor’s Theory X and Theory Y explores the polar opposites at either end of this continuum. It contrasts an authoritarian management style focused on reward and punishment, with one that encourages autonomy on the part of team members. Each of these styles needs to be adopted in different contexts, and to different extents.

Leaders who take an autocratic approach can often be overly focused on results, and neglect to consider the development of the team and individuals throughout the process. Adair’s Action Centred Leadership model talks about the importance of leaders making intelligent and deliberate choices about their leadership style with the intention of empowering and motivating their people to achieve high levels of performance.

The intent of leadership is to deliver worthwhile outcomes for the greater good, and in the pursuit of a vision of a better tomorrow. The exertion of power should be supportive to that intent. It isn’t about winning, or scoring points, or pulling rank, or gaining personal benefit. As with all aspects of contemporary leadership, it’s not about you (the leader), but about everybody else, from customers, to colleagues, to shareholders.

Like the powers of Superman or Wonderwoman, a leader’s power should always be used for good.