We think of power as a lever to be pulled; whoever holds it wins, whoever doesn't falls into line. But what if it were more than a game of strength? After debunking myths about leadership and exploring the hidden dynamics of leaders and organizations in the previous article, let's now turn the lens: power isn't just what you do to others, but what you do to yourself. It's a force that shapes you, pushes you, or breaks you, depending on where you stand on the ladder. It's not a medal: it's a state of mind, a filter that changes how you see the world and how the world sees you. I'll take you through this metamorphosis—with a few stories that won't leave you standing still.
Power as a Mirror: Foundations and Effects
Power doesn't sleep in a drawer: it lives among people, igniting when someone recognizes it. It's not enough to have money, data, or an office chair—you have to know what to do with them. A manager can reward (money, promotions), punish (reprimands, firings), or convince with expertise (an expert everyone listens to). But there's more: it can be legitimate—they follow you because "it's right"—or personal—they follow you because they admire you. Take a real case: in a third-world NGO, a coordinator pushed the team to launch a program for exploited children. Some said yes for the salary (acquiescence), others because they believed in it (internalization), others to be close to him (identification). Three levers, one man—but each one had a different impact on the minds of those he followed.
And how does it change those who hold it? Studies on "priming" make it clear: power makes you more decisive, less attentive to those below you —a boss in a Chinese factory gave curt orders, ignoring tired faces, because he felt untouchable. But it's not just arrogance: those in charge are less afraid of losses, dream big, and feel healthier—physically and otherwise. But there's a shadow: less empathy, more selfishness, sometimes corruption. In a tech company, a manager inflated his bonuses by cutting others' benefits—power blinded him to others. It's like a scale: it lifts you up, but it can also unbalance you.
Legitimacy, culture and the human price
Not all power is equal. If you're seen as "right" (legitimate), you move fluidly—a supervisor in Japan led calmly, and the team followed without a word: it was their place, period. But if it's illegitimate—perhaps you climbed the ladder using tricks—you turn around and encounter resistance. A study tested this: managers "stolen" from their roles cooperated more, for fear of losing everything; those who were confident didn't, they simply commanded. Then there's culture: in the West, power is "I am me"—an American CEO set tough goals and expected applause. In the East, it's "we are us"—a Chinese manager consulted with his subordinates, because the group counts more than the individual. Two worlds, two powers, two different minds.
