Recently, there has been a significant uproar on social media following comments made by the CEO of one of India’s largest companies advocating for a 90-hour work week for employees.
A similar backlash occurred when one of the founders of India’s most respected software companies suggested the necessity of a 70-hour work week. These statements sparked debates on work-life balance, employee welfare, and the influence leaders wield.
This reaction made me ponder—is the hue and cry largely because these individuals occupy positions of immense power, allowing them to potentially influence or dictate the decisions of others? Or is it more profound, tied to how we perceive power itself?
This discussion brings us to two essential concepts in leadership and management: personal power and positional power.
Understanding Positional Power
Positional power stems from the authority granted by one’s role or designation within an organization or society. It is the power conferred by hierarchy, enabling individuals to influence others because of their title or position. It’s not that positional power only happens in organizations.
- Political Influence: Leaders at the helm of governance wield positional power to make decisions impacting millions. For instance, policies during national crises demonstrate how positional authority can drive collective action, even amid dissent.
- Personal relationships: While positional power can drive quick decision-making and enforce discipline, it often carries the risk of being perceived as coercive. When misused, it can breed resentment and disengagement among stakeholders.
Have you ever experienced a situation where positional power was used in a way that felt either empowering or oppressive? How did it affect your motivation and perception of the leader? I would love to hear your thoughts and stories in the comments.
The Role of Personal Power
Contrastingly, personal power is derived from an individual’s character, expertise, and ability to inspire and influence others. It is not confined to a position and is often more enduring and impactful. Leaders who wield personal power command respect and followership because of who they are rather than the title they hold.
Examples of Personal Power:
- Ratan Tata: The revered Indian industrialist exemplifies personal power. Despite holding significant positional authority in his tenure as chairman of the Tata Group, his humility, vision, and commitment to ethical business practices have earned him enduring respect. Employees, peers, and the public view him as a leader who genuinely cares for societal well-being. For instance, during the 26/11 Mumbai attacks, Ratan Tata personally visited affected employees and their families, showcasing empathy and solidarity that extended far beyond his official role.
- Dr. A.P.J. Abdul Kalam: Fondly remembered as the “People’s President,” Dr. Kalam’s influence extended far beyond his presidential role. His personal power lay in his simplicity, vision for India’s future, and ability to connect with people—from students to scientists—on a deeply personal level. One notable example was his initiative to meet with students across the country, inspiring millions with his vision for innovation and education. His approachable demeanor and genuine care for progress made him a beloved figure worldwide.
Have you encountered a leader whose personal power inspired you? What made them stand out, and how did they impact your growth or outlook? Feel free to share your stories—these insights can help others recognize and develop personal power in their own journeys.
When Personal and Positional Power Intersect
The most effective leaders seamlessly integrate personal and positional power, using the former to augment the latter. They recognize that while positional power might grant immediate compliance, personal power fosters trust, loyalty, and long-term impact.
Take the example of a manager navigating a tight project deadline. Using positional power, they can enforce extended working hours but relying solely on this may lead to burnout and dissatisfaction. Alternatively, a manager who leverages personal power—communicating the importance of the project, empathizing with the team’s challenges, and working alongside them—can inspire the team to voluntarily put in the extra effort.
Have you seen leaders in your own organization effectively balance personal and positional power? What was the impact on team morale and performance? Let’s discuss these experiences—your examples could provide valuable lessons for others.
The interplay between personal and positional power lies at the heart of effective leadership. Positional power grants leaders the authority to direct and make decisions, but it is personal power that builds trust, loyalty, and long-term influence. Leaders who rely solely on their positional authority may achieve compliance, but those who integrate personal power can inspire genuine commitment and innovation.
Effective leadership involves recognizing when to use positional power to enforce structure and when to lean on personal power to inspire and connect. By understanding this balance, we can create environments that are both productive and empowering, ensuring sustainable success and meaningful impact in our organizations and beyond.
What about you? How do you perceive the balance between personal and positional power in your own career or workplace? Have you seen examples where one was prioritized over the other, and what was the outcome? Let’s continue this discussion in the comments—your insights could inspire someone else’s leadership journey.
You could also read more about such topics on my LinkedIn page Rejo’ Business Bytes or on my website rejofrancis.com
