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.

Individual skills and attributes as sources of power

Pfeffer's (1992) research and observations emphasize the following characteristics as being especially important for acquiring and maintaining strategic power bases:

  • High energy and physical endurance is the ability and motivation to work long and oftentimes grueling hours. Absent this attribute, other skills and characteristics may not be of much value.
  • Directing energy is the ability and skill to focus on a clear objective and to subordinate other interests to that objective. Attention to small details embedded in the objective is critical for getting things done.
  • Successfully reading the behavior of others is the ability and skill to understand who are the key players, their positions and what strategy to follow in communicating with and influencing them. Equally essential in using this skill is correctly assessing their willingness or resistance to following the Strategic Leader's direction.
  • Adaptability and flexibility is the ability and skill to modify one's behavior. This skill requires the capacity to re-direct energy, abandon a course of action that is not working, and manage emotional or ego concerns in the situation.
  • Motivation to engage and confront conflict is the ability and skill to deal with conflict in order to get done what you want accomplished. The willingness to take on the tough issues and challenges and execute a successful strategic decision is a source of power in any organization.
  • Subordinating one's ego is the ability and skill to submerge one's ego for the collective good of the team or organization. Possessing this attribute is related to the characteristics of adaptability and flexibility. Depending on the situation and players, by exercising discipline and restraint an opportunity may be present to generate greater power and resources in a future scenario.

The skills and attributes identified in the ICAF Strategic Leader Development Inventory are relevant not only to the work of strategic leaders but may contribute to their overall capacity to acquire and use power effectively. These skills and attributes are grouped as conceptual skills and attributes and positive attributes.