We live in a polite world, where the word power often makes us uneasy.
Our automatic reflex is to associate power with evil. It’s the domain of villains and shadowy manipulators: the tempter-snake in the Garden, the licentious goat-footed Satyr, the diabolical Mephisto, the soul-seller Faust, the machiavellian Iago, the malevolent Jinn, and the leering Dracula.
And in the corporate imagination, power reaches its pop-culture apex in Gordon Gekko, the slick-talking prophet of greed in Wall Street.
But power is everywhere. It shapes your decisions, your relationships, your team, and your impact. The key to effective leadership isn’t avoiding power - it’s understanding it, owning it, and using it intelligently.
Because power is a capability - a human tool we can use to influence outcomes.
Let's consider the three‑part model of power framework developed by VeneKlasen & Miller (2002). It breaks it into three actionable dimensions. Each type gives leaders a different lever for impact:
1. Power Over: Command and Control
- What it is: Directive leadership; changing others’ actions through rules, structure, or authority.
- When it works: Crisis situations, safety compliance, urgent operational decisions.
- Practical Tip: Use it sparingly. Too much can demoralize, but in the right moment, it ensures results.
2. Power With: Collaboration and Influence
- What it is: Guiding teams through dialogue, negotiation, and shared goals. Leadership as partnership rather than command.
- When it works: Team alignment, cross-functional initiatives, or situations requiring buy-in.
- Practical Tip: Balance collaboration with decisiveness - too much “with” can become vanilla.
3. Power To: Empowerment and Facilitation
- What it is: Coaching, enabling others to lead themselves, cultivating autonomy.
- When it works: Transformational change, talent development, and innovation.
- Practical Tip: Develop your team’s capability, then step back. Power To multiplies your influence without domination.
You Need All Three
Leadership is not a personality trait or a fixed style. It’s situational. Different complexities require different forms of power.
- Sometimes we must manage through systems: KPIs, SOPs, ISO frameworks.
- Sometimes we must lead as professionals: planning, allocating, deciding.
- Sometimes we must motivate: drawing out the strengths of others to transform what’s possible.
- And occasionally, yes, we must be Machiavellian: manipulating circumstances to achieve the required outcome.
The best leaders aren’t defined by a style. They’re defined by their range.
The question isn’t “Which type of power is right?”
The question is “Which type of power does this situation require?”
The leaders who master this dynamic range - Over, With, and To - are the ones who thrive in complexity.
And that's the challenge for every professional: developing that range.
How? Start by reflecting regularly and consciously: identify which type you lean on most, and where you could expand your range.
| Power Type | When to Apply | Example |
|---|---|---|
| Over | Crisis, compliance, urgent alignment | Supply chain disruption, regulatory enforcement |
| With | Cross-functional collaboration, influence, negotiation | Product launches, strategic partnerships |
| To | Innovation, talent development, culture transformation | Mentoring, innovation labs, self-directed teams |
MULL OVER THE SCENARIOS BELOW.
How would you approach each challenge?
Scenario 1
David Chen is the Director of Operations at a mid-sized company rolling out a company-wide ERP system. Employees across departments are resistant, and adoption is uneven.
The challenge: implement the system fully while keeping engagement and morale high.
Potential impact if handled poorly: delays, low compliance, frustrated employees, and decreased productivity.
Scenario 2
Rajesh Kumar is the Operations Director for a global logistics company. A major port closure in Asia threatens to delay shipments worldwide. His team is highly skilled, but the situation is fluid and time-sensitive.
The challenge: respond effectively to minimize disruptions while coordinating a complex, global operation.
Potential impact if handled poorly: shipment delays, dissatisfied customers, and lost revenue.
Scenario 3
Maria Lopez is the VP of Product Development at a multinational company. She wants to launch an initiative to create breakthrough products for a new market. Her team includes senior engineers, marketers, and designers—all highly capable—but there are conflicting opinions about where to focus for maximum impact.
The challenge: achieve innovative results while managing competing priorities and leveraging the team’s full potential.
Potential impact if handled poorly: missed innovation opportunities, wasted resources, and frustrated talent.