In every organisation, power and politics are inevitable aspects of leadership and decision-making. While often viewed negatively, their impact depends on the intention and ethical framework guiding their use. Power is the ability to influence others, while politics refers to actions taken to acquire and exercise that influence to achieve goals.
Power in organisations appears in three forms: personal power, derived from knowledge, credibility, and capability; positional power, arising from authority linked to formal roles; and relational power, built through networks and relationships. When leaders align these forms of power with ethical values and organisational purpose, they become forces that enable collaboration, progress, and shared success.
Effective leaders recognise that influencing people across levels—subordinates, peers, and superiors—is necessary to move ideas forward. Political awareness therefore becomes a leadership capability rather than manipulation. When guided by transparency, fairness, and collective outcomes, political actions help leaders mobilise support, build alliances, and drive initiatives that benefit the organisation. The way leaders exercise power also shapes organisational culture.
Responsible influence builds trust, encourages collaboration, and fosters accountability. Leaders who demonstrate fairness and respect show that authority is not about control but stewardship, encouraging open dialogue and shared responsibility across teams. However, politics can turn destructive when driven by motives such as personal revenge or the pursuit of authority for its own sake. When power is used for manipulation or exclusion, it erodes trust and weakens organisational culture.
A powerful illustration can be seen in the character Shakuni from the Indian epic Mahabharata, referenced in Demystifying Leaders by Prof. Asha Kaul and Prof. Vishal Gupta. Shakuni used relational influence and political maneuvering effectively, but his actions were driven by revenge rather than collective good. Despite his intelligence and strategic capability, the absence of ethical intent led to conflict and destruction rather than progress.
In contrast, when leaders align power and politics with fairness, responsibility, and long-term organisational well-being, these tools become catalysts for transformation. Ethical leaders use influence to create opportunities, encourage collaboration, and build cultures where people feel respected and empowered.
Ultimately, the positive use of power lies in directing influence toward outcomes that benefit both the organisation and its people.
When leaders embed ethical influence into everyday leadership behaviour, power becomes responsible, politics becomes a tool for alignment, and leadership becomes a force for collective progress.