The Simple Difference Between Power and Authority

Power involves the capacity to exert influence, whereas authority pertains to the formal rights for decision-making.

Power entails the capability to impact others’ actions or choices and can stem from various sources such as expertise, personal charm, or control over vital resources. 

In contrast, authority is the act of issuing orders or making decisions for others based on one’s position within an organization. 

Recognizing this contrast aids in identifying power dynamics within an organization and strategizing ways to enhance personal influence. 

Here are some examples to illustrate these concepts:

• A senior analyst on a team commands respect due to years of exemplary work, possessing the power to sway the team’s strategic directions. However, the ultimate decision rests with the team lead.
• In another scenario, an employee with extensive connections, cultivating a broad network from the CEO to interns, wields networking power. Their influence extends as ideas about company policies circulate through their network.
• Now, consider a significant ethical dilemma, like deciding whether to opt for a cheaper manufacturer with questionable practices. While the influential persona in the previous example may have sway, the company may explicitly turn to an employee known for integrity and virtue in such critical decisions. This individual has accumulated moral authority over time and may become the pivotal voice in such ethical quandaries.

Being cognizant of the influence one holds in terms of power or authority within the workplace is crucial. Without mindfulness, there’s a risk of inadvertently disempowering those working under our leadership. 

8 Types of Power

The researchers French and Raven 1 introduced five types of power in 1959, and we’ve expanded on their original concepts to encompass eight common ways individuals gain power and influence in the workplace, irrespective of official authority. 

Utilize this list to identify areas for improvement and enhance your understanding of power dynamics.

1. Expert power: Individuals with extensive expertise or knowledge in a specific area possess expert power, making them valuable to the organization and granting them influence.
2. Networking power: This type of power is derived from the relationships a person builds with others in the organization. Those who are well-liked, respected, or possess strong interpersonal skills can wield significant influence, as others value their opinions and seek to please them.
3. Rewards power: Originating from the ability to provide rewards to others, this power may be held by a manager capable of granting bonuses, promotions, or other benefits. Alternatively, it could be a colleague who contributes treats or enhances the work environment, gaining influence by making people feel good.
4. Fear power: This power source emerges from the ability to inflict punishment or threats on others. While not an ideal form of power due to its potential to create a negative work environment, some individuals within an organization may hold this form of power.
5. Information control power: Individuals with access to valuable or critical information or those who control the flow of information within the organization can exert significant power.
6. Charismatic power: Rooted in an individual’s traits or likability, charismatic power may encompass personal qualities such as confidence, eloquence, attractiveness, or the ability to inspire and motivate others. Even without a formal position of power, charismatic individuals often wield substantial influence.
7. Resource control power: This power source is based on control over resources that others need or desire, ranging from budget allocation to oversight of valuable equipment or coveted office space.
8. Longevity power: Accumulating power over time by being present in an organization for an extended period. Tenure, depth of knowledge, and a commitment to the organization can earn individuals respect and influence.

6 Tips for Leaders to Use Their Power and Authority Wisely

If you find yourself in a position of power or authority at work, it’s essential to ensure that you’re not inadvertently misusing your influence. 

Here are six practical tips to humanize yourself and mitigate any potentially negative effects of power imbalances.

Invite feedback

To humanize yourself and address any imbalances in power dynamics, the simplest approach is to establish an environment for open and honest feedback. 

Ray Dalio, renowned author and founder of Bridgewater, exemplifies this principle 2 through the foundations of “radical truth” and “radical transparency” that underpin the world’s largest hedge fund.

There are three strategies to implement this.

Approach 1: Encourage feedback through one-on-one discussions. You might inquire of your team, “Do you have any feedback for me?” Alternatively, you can pose specific questions such as “Do you have any feedback on how I could enhance my leadership?” When adopting this strategy, acknowledge that providing candid feedback can be quite vulnerable, so it’s crucial to listen attentively.

Approach 2: Encourage feedback within a group setting. You might use prompts such as “What feedback do people have?” or ask specific questions like “How can we enhance company culture, and what steps can leadership take to facilitate this improvement?” In this approach, prioritize letting others contribute the majority, if not all, of the discussion. 

Approach 3: Establish a structured online feedback system, offering the option of anonymity. Regularly remind and motivate individuals to provide feedback, whether it pertains to professional decisions or personal conduct, that they believe would be beneficial for leadership to consider. Encourage open and honest communication.

 Alternatively, you can implement an analog version by having individuals print out slips with typed feedback and place them in a designated box.

Always Fess up

Admitting your mistakes, taking responsibility, and being accountable create a significant amount of trust and enhance your relatability and human connection.

As Frances X Frei 3, professor of management at Harvard Business School, writes, “When you take responsibility for a wobble, you reveal your humanity … and analytic chops … while communicating your commitment to the relationship.”

Action Step: Consider any recent situations where you may have made a mistake but failed to take responsibility for it. Reflect on instances where you might not have acknowledged your errors or shortcomings:

• Feedback received
• Instances of micromanagement
• Situations where someone was treated unfairly
• Times when information was withheld
• Moments of incomplete or delayed responsibilities
• Decisions – even minor ones – where convenience took precedence over ethics

Subsequently, openly recognize the mistake to those affected, express apologies for any adverse effects it may have had, and explore ways to improve and avoid similar errors in the future.

Give others power

Balancing power dynamics in the workplace can be achieved by delegating authority to others. Identify tasks that either don’t align with your strengths or are tasks you don’t particularly enjoy, and assign them to someone who excels in those areas. This creates a mutually beneficial situation, granting the individual more authority and responsibility while allowing you to focus on tasks where you can be more effective.

Action Step: Consider a task within your job responsibilities that you believe someone else could handle just as effectively. Approach them and inquire if they would be interested in assuming this responsibility.

Strive to nurture and develop the unique talents within your team.

One philosopher 4 says that a leader’s highest act is to help others recognize, cultivate, and express their gifts. Encourage and support the team members in utilizing their individual strengths and talents.

When a leader assists someone in showcasing their gifts, it goes beyond enhancing the organization’s performance; it aids the team member in discovering and manifesting their sense of purpose.

Action Step: Create a list of the individuals you lead, and beside each name, jot down notes about what you consider their unique strengths or “superpowers.” During your next meeting with them, share this insight, discuss their thoughts, and explore ways to incorporate their strengths more frequently in their role.

Help your team advocate for their needs

A power imbalance may become apparent when an employee finds it challenging to decline requests from someone in a position of authority. 

In such situations, the employee may compromise their boundaries and neglect their own needs due to the apprehension of potential consequences if they assertively decline or advocate for themselves.

Action Step: If you’re a supervisor or team leader, in preparation for your upcoming one-on-one meeting with a team member, request them to contemplate the following question:

Are there instances at work when you find it challenging to decline a request? This could involve aspects like time, workload, expectations, and so on.

During your meeting, use this as a starting point for discussion, allowing them to express their thoughts openly, and validate their experiences.

Set the tone for self-care by showcasing it in your own behavior.

When managers and leaders prioritize taking vacation, mental health, and sick days, it encourages their team members to do the same. Conversely, if a leader consistently works long hours, responds to messages after work, or makes urgent requests outside of regular hours, it fosters a culture of overwork where employees might neglect their well-being.

To take action, consider your annual vacation days. Have you utilized them all? If not, contemplate your ideal vacation destination to prompt thoughts about taking the time off that you deserve.

In what ways Power and Authority may be Misused

The well-known saying goes: “With great power comes great responsibility.” This holds true, emphasizing the need for caution and responsibility in the use of power to prevent its abuse.

Abuse of power

Unfair treatment: Power can be misused by displaying favoritism, providing unequal advantages, resources, or opportunities to preferred individuals, resulting in workplace inequality.

Control over information: Individuals in power often regulate access to valuable information, using this authority to manipulate or withhold information to influence decisions in their favor.

Evasion of accountability: Powerful individuals may exploit their authority to avoid responsibility or accountability. This can involve concealing mistakes, shifting blame onto others, or using power to silence those attempting to hold them accountable.

Distorted perception of value: In some cases, individuals with sufficient power may develop a distorted belief, at some level, that they hold greater value as humans than those with less power.

Unawareness of power impact: It is common for people to find it challenging to refuse someone with power or assume that the powerful person knows better. This phenomenon contributes to situations where those with authority may impose their desires while stifling the other person’s consent, as seen in various contexts, including cult leaders and certain figures within the Catholic Church.

Abuse of authority

Similarly, here are several common ways in which people tend to abuse their authority:

Micromanagement: Individuals in positions of authority may misuse their power by excessively controlling or closely scrutinizing the work of their subordinates. This micromanagement can hinder creativity, impede productivity, and contribute to a stressful work environment.

Nepotism or favoritism: Individuals in positions of authority might misuse their power by displaying favoritism or nepotism, favoring specific individuals based on personal relationships rather than merit. This can result in demotivation, team frustration, and unfair treatment.

Exploitation: Certain authority figures may exploit their position by taking advantage of their subordinates, whether through excessive work demands, unfair compensation, or inappropriate behavior.

How to Harness Power and Authority for Positive Transformation

Fortunately, both power and authority have the potential for positive impact. By being mindful of your power and authority dynamics and understanding their influence on others, you can channel them to generate positive effects. Consider the following suggestions:

Encourage participation and collaboration: Leverage your power and authority to establish an inclusive environment that values contributions from everyone. Promote open communication, foster collaboration, and ensure that everyone has a voice in decisions affecting them. This approach cultivates a sense of ownership and commitment, fostering a culture of engagement and innovation.

Lead by example: As a leader, your actions serve as a model for your team. Utilize your authority to exemplify the behavior you wish to see in your team members. This may involve showing respect, acting with integrity, treating everyone equitably, or advocating for a healthy work-life balance. 

Research suggests 5 that leading by example increases cooperation. Absolutely, opting to lead by example not only establishes benchmarks but also nurtures a positive, interconnected, and ethical work culture.

Enable and cultivate the growth of others: Utilize your power and authority to facilitate the advancement and enhancement of your team. Offer opportunities for learning, delegate tasks that encourage the acquisition of new skills, deliver constructive feedback, and provide resources that align with their career aspirations. When employees feel acknowledged and assisted, they are more likely to excel and make positive contributions to the organization.

Champion transparency and responsibility: Transparency nurtures trust, while accountability instills a sense of responsibility. Leverage your authority to establish transparent communication channels, openly share information, and hold everyone (including yourself) responsible for their actions and decisions. This approach helps prevent power abuse, fosters trust, and cultivates a perception of fairness within the team.

Frequently Asked Questions About Power Versus Authority

What is the fundamental difference between power and authority?

Power refers to the ability to influence others’ behavior or decisions, often derived from various sources like knowledge, charisma, or access to resources. In contrast, authority is the official right to make decisions or give orders based on one’s position within an organization.

Can someone have authority without having power?
Yes, it is possible. Authority is often associated with an official position or role within an organization. Even if someone lacks personal influence (power), their position may grant them the authority to make decisions.

How can power and authority be misused in the workplace?

Power and authority can be misused through unfair treatment, control over information, evasion of accountability, a distorted perception of personal value, and an unawareness of how their impact affects others. Micromanagement, favoritism, and exploitation are also common abuses.

Can power and authority be used positively?

Absolutely. Positive use of power and authority involves encouraging participation, leading by example, empowering others, fostering transparency, and promoting accountability. These actions contribute to a healthy, inclusive, and ethical work culture.

How can individuals prevent the abuse of power and authority?

Individuals can prevent abuse by being aware of how their power and authority impact others, fostering transparent communication, leading with integrity, and empowering and supporting the growth of their team members. Promoting a culture of accountability and fairness is crucial.

Takeaways on Power Vs. Authority

Power and authority are prevalent social concepts present in every workplace. Power revolves around influence, while authority is tied to official decision-making rights.

If you realize that you possess a significant amount of power or authority in your workplace, you can intentionally manage this power dynamic by employing some of these strategies:

• Encourage feedback through various channels, such as 1-on-1s, team meetings, or an online feedback system.
• Embrace transparency by admitting mistakes, taking responsibility, and learning from them.
• Delegate responsibilities to others, empowering them and providing growth opportunities.
• Recognize and nurture the unique strengths (superpowers) of each team member, fostering an environment that allows them to shine.
• Support your team in advocating for their needs by understanding situations where they find it challenging to say “no.”
• Lead by example when it comes to self-care, like taking breaks and vacations, setting a positive precedent for your team to follow.

If you are curious to understand the nature of power and how people tend to gain power, you might enjoy reading PRODUCT MARKET FIT.

1. https://scholar.valpo.edu/cgi/viewcontent.cgi?article=1312&context=jvbl#:~:text=The%20five%20power%20dynamics%20(or,both%20the%20influencee%20and%20influencer. 
2. https://www.bridgewater.com/principles-and-culture 
3. https://hbr.org/2020/05/begin-with-trust 
4. https://corporateunplugged.com/charles-eisenstein/ 
5. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6137272/