Navigating Power Dynamics: From Hierarchy to Healthy Influence
Power exists in every organization, whether we name it or not. Titles, roles, access to information, and even meeting airtime carry power. When left unacknowledged, these dynamics can create confusion, resentment, and disengagement. But when named and navigated well, power becomes a tool for trust—not control.
Why Power Dynamics Matter
Healthy systems require healthy power. That doesn’t mean flattening hierarchy entirely—it means using power with awareness, accountability, and intention.
According to Mary Parker Follett, a pioneer in organizational theory, true leadership is not about power over, but power with—collaborative influence that builds capacity in others.
How Power Gets Distorted
Unhealthy power dynamics show up in subtle and overt ways:
Decisions made without input
Fear of speaking up in meetings
Favoritism or gatekeeping
Team members “managing” up through performance, not partnership
These patterns erode psychological safety and choke innovation. People stop taking risks, sharing insights, or challenging assumptions.
A Real-World Example
A senior executive I worked with was puzzled by her team’s silence during strategy meetings. “I ask for input, but no one speaks.” On deeper reflection, it became clear that her tone, urgency, and follow-through had created an unspoken message: dissent isn’t welcome.
Once she began explicitly inviting counterpoints, slowing the pace of discussion, and acting on feedback, engagement grew. Influence replaced intimidation.
Strategies to Navigate Power Wisely
Name the dynamic
Acknowledge your role and how others might perceive it. Say: “I know I’m in a position of authority—I want to make sure we still hear all voices.”Distinguish rank from respect
Leadership isn’t about being right—it’s about creating the conditions for the right answers to emerge.Create protected spaces for dissent
Use anonymous input, rotating meeting facilitators, or “devil’s advocate” roles to normalize challenge.Share decision-making authority
Where appropriate, involve teams in setting goals, policies, or project direction. Shared ownership drives buy-in.Audit equity in opportunity
Who gets invited to key meetings? Who presents to leadership? Who receives mentorship? These patterns reflect and reinforce power.
A Systemic Approach
Power isn’t the problem—unconscious or imbalanced power is. A systemic leader doesn’t pretend hierarchy doesn’t exist. They use it with intention to:
Protect values
Elevate diverse voices
Distribute decision-making appropriately
Final Reflection
Power handled poorly creates fear. Power handled well builds trust.
This week, reflect on how your power—formal or informal—shows up in your team. Where might it be silencing voices? Where could it be used more generously?
When influence replaces control, leadership becomes a force for collective growth.
