Shared Power Structures

Power as a Bad Word

Power in organizations often carries a negative connotation, evoking images of autocratic leadership and top-down decision-making. However, power is necessary and can be a force for good, when properly harnessed and used, fostering a culture of collaboration, innovation, and growth. Two particularly positive (ore daring) uses of power in organizations are "power with," also known as distributed power, and "power to," more commonly voiced as empowerment or delegation. Each of these can transform the dynamics of an organization in significant ways.

Power With: Distributed Power

Distributed power, or "power with," is a model where power is shared among individuals within an organization, rather than being concentrated in the hands of a few. This approach emphasizes collaboration, collective decision-making, and shared responsibility. An example of distributed power in action is when a company operates on a flat organizational structure. For instance, a company might form cross-functional teams for new projects, with each team comprising members from various departments. These teams are given the autonomy to plan, execute, and manage their projects, fostering a sense of ownership and accountability.

Distributed power can lead to more innovative solutions and a stronger sense of community within an organization. Employees feel valued and are more likely to be engaged in their work when they see that their opinions matter and can influence outcomes.

Power To: Empowerment or Delegation

“Power to," is about granting authority and resources to individuals or teams to make decisions and take actions independently. This form of power recognizes the potential within each employee and seeks to unlock it by giving them the freedom to apply their skills and knowledge without micromanagement. An example of empowerment in action is when a manager assigns a project to a team member with the assurance of trust and support, but without imposing detailed instructions on how to accomplish the task.

Empowerment can lead to increased employee motivation and satisfaction, as individuals feel trusted and respected. It encourages risk-taking and innovation, as employees are not constrained by fear of retribution for mistakes but are encouraged to learn and grow.

Challenges Organizations Face

Despite the clear benefits, some organizations struggle with implementing these forms of power due to a variety of reasons. Resistance to change is a significant factor; traditional hierarchical structures and mindsets can be deeply ingrained and people may simply not yet have the skills necessary to hand over or wield power. There may be fears among senior leaders that sharing power could lead to loss of control, diminished authority, or chaos if not managed properly. Additionally, both forms of positive power require a high level of trust (and self-trust) in employees' capabilities and intentions, as well as effective communication channels, which can take time to develop.

Where the Daring Comes In

It takes courage to trust others, to let go of control, to hand over authority and visibility on the part of the leader. It also takes bravery on the part of those who accept this power, to open themselves up to risk and uncertainty and be more accountable and exposed than in a traditional “power over” model of leadership.

While the shift towards more distributed forms of power and greater empowerment can be challenging, the potential benefits for organizational health, innovation, and employee satisfaction are immense. The fact is, the world and our global organizations are simply too big and too complex to run on hierarchical power alone. We need to up-skill our workforce and leaders to navigate more shared power structures to create more dynamic, collaborative, and successful work environments.