Leveraging Power and Politics

This text addresses power as a motive (good or bad) and power competition. The text contrasts rational processes with political processes and which decisions are subject to one or both of those processes. Leading with power is described with tips on the specific tactics to use. The loss of power is also discussed. Note that the upcoming sections are about change and change management in organizations. If leaders cannot leverage their power in the organization's political environment, they will not be able to change the status quo.

Nature of strategic leader power

A number of authors writing in Strivastva's Executive Power (1992) argue that power at the strategic organization level is manifested and executed through three fundamental elements: consensus, cooperation, and culture.

"An organization is high in consensus potential when it has the capacity to synthesize the commitment of multiple constituencies and stakeholders in response to specific challenges and aspirations". In this area, strategic leader power is derived from the management of ideas, the management of agreement, and the management of group and team decision making processes.

"Cooperative potential refers to an organization's capacity to catalyze cooperative interaction among individuals and groups". Power is employed by a strategic leader in the management of organization structures, task designs, resource allocation, and reward systems that support and encourage this behavior.

"Cultural/spiritual potential refers to a sense of timeless destiny about the organization, its role in its own area of endeavor as well as its larger role in its service to society". Strategic leaders use power in this area to manage and institutionalize organizational symbols, beliefs, myths, ideals and values. Their strategic aim is to create a strong culture that connects the destiny of the organization to the personal goals and aspirations of its members.

Jacobs' seminal work of general officer job requirements can be linked to the above conceptual requirements for successfully acquiring and managing strategic leader power potential. His study of the work environment of general officers provides a context for looking at strategic performance requirements. He found three job demands consistently reported by the survey respondents. They were long-term vision, consensus building, and command team building.

Although the road to power is open to those who wish to travel it, not all will distinguish themselves as master practitioners. What skills and attributes distinguish those strategic leaders who use power effectively from those who do not?