Do you know the two types of power?

Many people are uncomfortable with the idea of power, but it’s important to realize that it can be a force for good. This begins by understanding the different kinds of power.

Types of power

A negative connotation is often associated with the word “power” because of the way the media tends to highlight those who abuse it. But if you consider people who have done great things and made a difference in this world – Nelson Mandela, for example – they’ve had incredible power, and not just control over material resources. There are essentially two types of power:

Personalized power

This is all about how powerful you feel in your own life and if you can act without seeking permission from others. You need personal power to feel good in life generally.

Socialized power

This signifies how much power you have over people, or over things that other people want.

The organizational context

In an organizational context, socialized power has the most relevance. This type of power is often obtained by controlling things that other people value in the system – not just tangible things, but also people’s attention, reputation, network, allies, etc. It can also be gained through expertise, experience, and education.

Lateral leadership

This is where ‘soft power’ – exerting influence without authority, or lateral leadership – comes in. This consists of a set of skills that includes networking, consultation, coalition-building, negotiating, and persuading. Deployed properly, this skillset will help you cultivate a reputation as a leader, even though you may not have formal authority in many scenarios.

Key takeaway

There are different forms of power. As the organizational context continues to evolve, the business will need people who are able to exercise lateral leadership with skill and confidence. Because companies tend not to invest in developing this ability in their ranks, you are well advised to take the initiative and build your soft power skills – and your reputation!

Jennifer Jordan

Professor of Leadership and Organizational Behavior

Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.