If you’ve ever wanted to know about the psychology of power, there’s a lot to unpack. Understanding it is enlightening in situations where poor leadership exists. In fact, there are many leaders who can never reach the heights needed because of the desire for power. If you’re thinking, not every leader seeking power is a bad leader…I’d implore you to find a fantastic leader who is out for power.
Look at the Khmer Rouge regime in the late 1970s in Cambodia. The group (claimed) sought out justice and equality for all…until they were in power and changed their tune dramatically. The regime implemented extreme policies that ultimately resulted in the deaths of 1.7 million people.
Did the group seek power for this purpose? Or did things get out of hand when they came into power? It’s unclear which is true. Nevertheless, The Khmer Rouge regime is just one example of many displaying how power in leadership can become dangerous.
To avoid stories like this one, even those that are less extreme, we must examine the psychology of power.
What is the Psychology of Power?
The definition of psychology is: “the scientific study of the human mind and its functions, especially those affecting behavior in a given context.” When associated with power, it makes sense to explain the psychology of power as the study of how the human mind and its functions are affected by power.
What is Power, Exactly?
There are two definition of power I want to examine:
First, “the ability to do something or act in a particular way, especially as a faculty or quality,” and second, “the capacity or ability to direct or influence the behavior of others or the course of events.”
The first definition relates to what is allowed of a person. The second is more about the influence someone has on others.
People who seek power tend to desire both the allowance to do whatever they wish and the ability to successfully influence others to do what the power-seeker wants.
Power Grants Freedom
Power, whether used in the first or second definition, is about freedom. However, it isn’t always used in the way that we think of freedom. See, when most Americans think of freedom, they think of the things they are able to do and say that people in other countries cannot.
Sometimes, those seeking power seek the kind of freedom that lets them skip the lines and rules and regulations that others must follow. This is the kind of freedom that gets leaders into trouble.
Is Power Always the Same?
This part is mostly opinion-based, so feel free to skip it if you’re seeking facts. I believe that power is power is power. Of course, there are different situations in which people use power.
The business owner making demands of his people for the power rush is different from the PTA President gossiping about the people who don’t volunteer enough to their liking. The political leader who believes everything they say to be law is not the same as the rugby team captain influencing the team to work harder.
Sometimes power is bad. Sometimes power is good.
Seeking power is always bad. But avoiding power can also be bad.
The psychology of power is a tricky web.
Power is always the same. Our response to power is not. There’s the distinction.
Warnings of Power Trips
Bad power should be avoided at all costs. Leaders can lose all authority and respect with one instance of bad power. We must be aware of our power and how to be on the lookout for it getting out of hand.
1. The Psychology of Power Kills Empathy
What does your empathy look like? If you’re starting to feel like you aren’t empathetic to anyone’s needs or feelings, it’s time to step back and re-evaluate your relationship with power. The psychology of power says the more power one has, the less empathy one has. We don’t want that!
Empathy in leadership is critical. However, when you start losing that empathetic outlook, you’re receiving a warning that you’re leaning on your power too heavily.
2. Control and a Me, Me, Me Viewpoint
Are you a control freak? If so, you probably love power. The love of power is a dangerous hill. The higher you climb the further you will fall. When you struggle giving away control, it’s time to put delegating to the test. You’ve got to loosen your grip or things could turn ugly quick.
If you’re also always thinking about yourself, which is common in controlling leadership situations, it’s time for a wake up call! You might think, I do this task best, or I don’t have anyone on the team worthy of this task, or this is mine. Uh oh. If you’re in this boat, you’ve got to stop with the I, I, I, or me, me, me. They, they, they could be better than you thought.
3. Dominance is a Power Trip
Do you enjoy looking down over others as you give out commands? This goes beyond control and into a sick satisfaction of believing yourself to be greater than others.
Sure, you might be great at a job where someone else has failed. This doesn’t make you more valuable. It simply means that you’ve found one thing you’re good at. That can be a hard pill to swallow.
4. Equates Pay with Power
I’m here to tell you: your value is no greater than someone else’s. Your higher pay does not make you more important than the janitor.
Many bosses feel that since they make the big bucks, it is their prerogative to treat lower paid employees as lower human beings. If you find yourself looking down on minimum wage workers, workers with half your salary, or anything related to someone’s pay, it’s time to take a look at your relationship with power.
The psychology of power says that some people relate pay to a person’s worth – and that’s just ugly.
5. Tipping the Scale Toward Authority
Leaders naturally develop authority over a group. Knowing this, it is important to realize when that authority is taken too far. How do you use your authority as a leader? Furthermore, have you become more about authority than yourself?
Here’s what I mean by that:
Power sometimes makes us an authority machine. When you find yourself struggling to be you within a group of people, if you cannot be authentic because of your authority, you’ve reached a point where power has gone too far.
Authenticity is an essential component of leadership. If you’re too rooted in power and authority to be your real self, it’s time to make a change. Fast.
6. Attempts to Acquire Power, Rather than Graciously Receive It
This is likely the most glaring and dangerous component within the psychology of power warning signs. Great leaders are given power and receive it graciously. They don’t necessarily want it, but they do use it for good.
Others try to acquire power. They crave it. This is a problem. This is the kind of person that should not have power. It’s not only a warning sign, it’s a major red flag.
7. Self-Power vs Empowerment
Do you want to use power for yourself or spread the power to the team? When you want to use all the power you have to benefit yourself, it’s time to look deep within yourself and figure out how to make some changes. Empowering the team is the role of the leader. Always aim to give trusted team members the power you have acquired.
8. The Psychology of Power Changes People Around You, Too
How do people treat you when you have power? The psychology of power says that you aren’t the only one to change – those around you change, too. When people cannot communicate with you because you seem to be on a different level, you’ve got a problem.
Use The Psychology of Power to Combat the Bad
It might seem like power is a terrible and scary thing that people should avoid like the plague. It absolutely can be! However, there are ways to use the psychology of power as a defense.
Self-Regulation
Sometimes leaders fall back on their power as a reflex. Don’t. You must self-regulate yourself and your emotions to allow leadership skills to do the work. Managing your feelings means to move beyond reacting and into responding.
If you’ve never heard the difference between the two, look at it from this perspective:
A major mistake is made and the boss reacts, screaming and firing everyone who walks in her path.
OR
A major mistake is made. The leader takes a deep breath and tells the team, “Let’s come up with 5 possible solutions to this problem by the end of the day.”
See the difference? Reacting is all emotion. Responding is logical.
Seek Feedback
Be open with your team when it comes to your need for feedback (and everything, if you ask me!). It might be hard for you to say, “I’m feeling the pressure of holding so much power in this situation. Can you tell me anything I’m doing that needs to change?”
Depending on how you’ve acted in the past, this question may or may not inspire honest answers. However, if you approach your team with open and honest curiosity and a promise to listen to feedback without reprimand, you have a chance of obtaining helpful comments. If that doesn’t work, anonymous feedback is also a start.
By showing your team that you can accept criticism and work on changing, you can help them trust that you are open to feedback.
Self-Awareness and Application of Power
What does your level of self-awareness look like? Self-awareness is a huge topic in the modern world. It’s about understanding yourself – what drives you, what you believe in, what you’re good at, what you’re not so good at, and more. How does knowing yourself help with responding to power?
Knowing who you are impacts how you apply power. Let’s say you’re driven by the need to make a safer community for your children when drugs and homelessness are rampant in your area. Power could use that drive to push the homeless and addicts into another part of town…or it could drive you to drum up teams of counselors to help these people get what they need.
Both options stem from your drive. But they differ in approach, likely based on belief. Knowing your belief can be enlightening – because if you think you care about human beings, but simply move people in need to another area where you can be blind to it all, your care might not be as grand as you thought.
This is the psychology of power – and it can be a scary mind trip!
The Psychology of Power and Good Leadership
Power doesn’t have to be scary. Of course, those who are aware of their power and influence must be careful with it. The psychology of power shows how easy it is to lose sight of what’s important in life. Great, ethical leaders use power wisely and for good reason. You can, too.