Elizabeth Long Lingo

Kathleen L. McGinn

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">Idea in Brief</h4>
 <div class="ideainbrief-contents">
  <h5>The Problem</h5>
  <p>Simply exercising control over others—the traditional concept of power—is often not the best strategy. When the path ahead or the very need for change is in dispute, when looking to seize an opportunity rather than put out a fire, when working across silos where claims to authority may be ambiguous, leaders should take a different approach.</p>
  <h5>The Way Forward</h5>
  <p>A new model of power focuses on its three core dimensions: situational, relational, and dynamic. The degree to which leaders draw on all three determines how effectively they get things done.</p>
 </div>
</article-ideainbrief><p>Tara, the chief strategy officer of a software firm, was the newest member of the C-suite. Except for the CEO, the other officers had joined the executive team from the technology side in the course of acquisitions. Tara, the only MBA, had come from the business side and been recommended by the board. She was excited about her mandate: to drive a coherent strategy across the firm’s fragmented divisions.</p>

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<p>Leaders often view power as a purely personal quality, derived from their formal roles and titles, accreditations, skills, and experience; from the information they control and the reputation they&#8217;ve built; and from their charisma, resilience, and energy. But as most discover, effectively wielding power is rarely straightforward. Simply exercising control over others&#8212;the traditional concept of power&#8212;is often not the best strategy; it may not even be an option. Indeed, the most potent uses of power often involve no direct influence tactics at all.</p>
<p>The authors have developed an approach to power that goes beyond exerting control and mobilizes others&#8217; energy and commitment. It focuses on three core dimensions:</p>
<p><em>Situational power</em> rests on the ability to align objectives, the environment, and bases of power. <em>Relational power</em> is about connections and coalitions: They can be a major source of support, advice, information, and resources&#8212;but if neglected or ignored, they can loom as potential points of resistance. <em>Dynamic power</em> involves continually adapting influence strategies to changes in organizational and social systems.</p>
<p>The degree to which leaders draw on all three dimensions of power determines how effectively they get things done.</p>

A New Prescription for Power

Leaders often view power as a purely personal quality, derived from their formal roles and titles, accreditations, skills, and experience; from the information they control and the reputation they’ve built; and from their charisma, resilience, and energy. But as most discover, effectively wielding power is rarely straightforward. Simply exercising control over others—the traditional concept of power—is often not the best strategy; it may not even be an option. Indeed, the most potent uses of power often involve no direct influence tactics at all. The authors have developed an approach to power that goes beyond exerting control and mobilizes others’ energy and commitment. It focuses on three core dimensions: Situational power rests on the ability to align objectives, the environment, and bases of power. Relational power is about connections and coalitions: They can be a major source of support, advice, information, and resources—but if neglected or ignored, they can loom as potential points of resistance. Dynamic power involves continually adapting influence strategies to changes in organizational and social systems. The degree to which leaders draw on all three dimensions of power determines how effectively they get things done.

A New Prescription for Power

Summary.

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