When we use the word power – in the context of interpersonal relationships – we often assume that one party is exerting power, and some sort of control over others.

In the workplace environment, we could assume that managers exert power over team members.

This is clear in the directive relationship that managers believe is the best way to get things done.

In simple terms, this may be the old description of “my way or the highway.”

It’s also embedded in the ‘fear and power’ style of leadership.

Behind the implied or even exerted power is retribution or consequences for not doing what was directed to do.

This form of power is insidious. It is, for some employees, the norm and their behavior responds accordingly.

Leadership behavior builds power antithetically. The power from exemplary leaders comes from the positive actions and behaviors he or she shows.

By living their values daily and consistently, trust becomes a binding factor in their relationships.

When the leader regularly talks about their shared vision, the team members know that what they do contributes to the realization that.

Managers - and especially micromanaging strategies - disempower.

Leaders empower.

This might seem analogous but when a leader ‘gives his power away’, when he or she empowers others, power is returned.

How so?

When the leader enables, when he passes on his confidence in the team member, typically the team member WANTS to do his or her best. The motivation to get the best result not only feeds their satisfaction at ‘a job well done’ but feeds the expectation that other opportunities will be given.

So the leader has power in his relationship with his direct reports.

We could call this ‘positive power’.