No matter what industry you’re in, there are power dynamics at play. It’s true of me, it’s true of you. Power dynamics — sometimes understood as workplace politics — are not always a bad thing. However, they can be unhealthy. After all, they’re the unspoken rules about communication and interaction in the workplace.
If you’re in a place of leadership, it’s important that you set a healthy standard for workplace power dynamics. As a leader, you’re often at the top of that dynamic.
Power dynamics take into account largely unspoken factors: a person’s position, influence, and receptivity to critique and input. There’s a concept called power distance that’s important to take into account as well: that is, the ability of those under authority to accept that gap in power and authority.
I know. It’s a lot to think about. Effective leaders, however, are cognizant of power dynamics and know not only how to navigate them but facilitate a healthy work environment not despite them, but because of them.
Everything Leaders Need to Know About Workplace Power Dynamics
We compete for power.
First and foremost, it should be noted that power is not an unlimited resource. In business, we either exert power or acquiesce to those with it. If your team is a ship, then the power dynamics are the rudder that steers it. It determines how we relate and interact. In some way, we’re all competing for power — for a voice.
That competition can manifest as charismatic pleas to logical appeals and direct assertions.
For us, we have to understand not only that this competition is present, but that the play of power dynamics directly impacts our ability and effectiveness in communication. Consequently, the balance and health of these dynamics are essential.
There are three primary types of power.
Formal Power —
This is the power bestowed on an individual based on their title or official position. CEOs and bosses, managers are presidents all have formal power. It’s the inherent attention, consideration, and respect that such a position demands from others.
Informal Power —
Informal power is disconnected from official titles. Those who can persuade others, have social favor, or are seen as experienced on the subject have informal power. It is earned not through a title but through interaction.
Influence —
Influence is not based on a position or expertise. Instead, it comes from a relational element. Inspiration, persuasion, and even collaboration are in this equation. While influence is in some ways a type of power, there is often friction between influence and our understanding of power.
Power Dynamics as Censorship
As leaders, one of the most important parts of a power dynamic is how it can deter or facilitate honest communication. When there are perceived repercussions for speaking against or criticizing someone with power, we’re much more likely not to say anything. Yesmen are born in an environment that stifles honesty and healthy communication.
Unhealthy power dynamics lead to self-censorship for fear of repercussions. If the person with the share of power utilizes fear tactics or creates a hostile, threatening environment, you can be sure to expect sugar-coating when people speak up. If you’re in leadership, you must be careful not to punish or resent others for offering feedback.
Power Dynamics and Collaboration
Healthy power dynamics encourage collaboration. That tension and struggle for power transform into integrated power. This refers to power shared between individuals (versus power held by a single individual). Integrated power results in true collaboration as the responsibility and results for any given project are distributed among individuals.
In this case, it becomes a lot less about who has authority and more about doing the work. It’s harder to get things done when there’s red tape or a looming fear of not only failure but offense. It stunts the collaborative effort when those at the top exercise their power unfairly.
Hierarchy of Power
When it comes to power dynamics, the question is not about giving up power but about distributing and using it wisely. There are different ways to utilize power: over others, with others, and for your own sake.
When seeking balance, we must minimize the power exerted over others. This means we’re happy to receive critique and feedback. We make decisions not based on our own feelings and thoughts, but in taking the collective into account.
When making decisions with others, transparency is paramount. And utilizing power for your own sake — power from within — you remove your own need for power and reorient yourself to value influence. This results in your ability to change roles, wear many hats, encourage your team, reward effort, and trust in mentors and those with more power than you. It’s the assurance that you don’t need to have the most power or influence in the room. Others can succeed, and you can cheer them on.
When have the power dynamics in your workplace affected you? Share your experience in the comments.