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Power is often seen as the dark art practised by inept managers who bob up to the surface of their company like blobs of cream (or worse).
Thinking of power in terms of influence can be more constructive; how do you get your new ideas agreed by senior management or get acknowledgement for your team’s outstanding effort? How can you manage a team that you have no formal authority over or influence your colleagues to agree to unpopular changes? French and Raven [French, J.R.P., & Raven, B. (1959). 'The bases of social power] came up with five sources of power, later increased to six, and the diagram above is based on their extensive work.