Beyond Control: Power and Agency in Leadership

Written by Donna Forde, Principal Partner, PeopleDynamics Learning Group

In leadership, power is not a fixed commodity; it is a fluid, multifaceted force that shapes our decisions, relationships, and capacity to influence. From the power to create and imagine to the power to intimidate or suppress, the concept is as dynamic as it is complex. Power—in its many forms and interpretations—is a dynamic that shapes our lives. In a world marked by complexity and uncertainty, the question of how we perceive, access, and utilize power has never been more poignant.

Yet, beneath the surface of this dynamism lies an unsettling reality: a pervasive sense of powerlessness for many. Otto Scharmer’s observation that over two-thirds of people experience a profound "illusion of insignificance" underscores the disconnection many feel from their own agency.1 This article explores the intricate interplay between power and agency in leadership and offers a pathway to reclaim both.

The Relativity of Power

Power in leadership often conjures images of control, dominance, or influence over others. Leaders frequently grapple with existential questions about power: Do I have it? Do I have enough? Do I want more? These inquiries are deeply tied to context, relationships, and individual perceptions.

Even those who wield significant power—CEOs, policymakers, or change-makers—can feel a disconcerting void of agency. This phenomenon is not simply about external pressures or systemic barriers, it is also about the inner narratives that shape our relationship to power. When leaders feel powerless despite their positions, it reveals the fragile intersection of internal agency and external influence.

The Illusion of Insignificance

The "illusion of insignificance" Scharmer describes resonates deeply in today's world. Political instability, technological disruptions, climate crises, and social inequities can erode our belief in our ability to effect change. The enormity of these forces often makes individual agency feel inconsequential.

However, this perception is not limited to global issues. In the day-to-day lives of leaders, the weight of expectations, responsibilities, and competing demands can foster a similar sense of disempowerment. This loss of faith in one’s capacity to influence outcomes can manifest as decision paralysis, fear of failure, or disengagement.

Expanding Awareness and Agency

Power is energy. It is the fuel that drives us to act, create, and transform. While the outcomes of power can be debated as positive or negative, its essence remains neutral. This perspective invites us to explore our relationship with power without judgment. How do we define power? What emotions and thoughts arise when we contemplate it? How does power manifest in our mental, physical, and emotional worlds? These reflections deepen our understanding of power and its role in our lives.

Reconnecting with our power begins with awareness. The first step is to acknowledge what is—to create the mental and emotional spaciousness to sit with our current reality. This practice of acknowledgment allows us to observe the feelings, sensations, and complexities that shape our experience. It is in this space of awareness that we can begin to understand how our current state influences our perceptions, actions, and possibilities.

From acknowledgment emerges insight. As we connect with our values and priorities, we uncover the seeds of agency. What do we need or want in this moment? What movement, boundaries, requests, or innovations might emerge from this awareness? These questions guide us toward intentional action, aligning our internal power with our external goals.

Leadership is, at its heart, a creative endeavor. It is about imagining what could be and mobilizing people and resources to bring that vision to life. However, creativity requires agency—the belief that one’s efforts can make a difference. Expanding the sphere of possibility involves questioning assumptions, challenging limitations, and embracing curiosity. Leaders who approach power with an open mind can uncover new pathways, forge innovative solutions, and inspire others to do the same. This mindset is not about ignoring constraints but about seeing beyond them to what might be possible.

The Responsibility of Power

With power comes responsibility. As leaders and individuals, we must consider how we use our power to shape the world around us. Are we exercising power in ways that empower others, foster collaboration, and promote equity? Or are we perpetuating systems of control and exclusion? These questions demand honesty and humility, qualities that are essential for ethical leadership.

One of the most profound ways to wield power responsibly is to amplify the agency of others. This begins with listening—creating spaces where diverse voices are heard and valued. It involves recognizing the strengths and contributions of those around us and providing the support and resources they need to thrive. By fostering a culture of shared power, we create environments where innovation and collaboration flourish.

Stepping Into Possibility

As we navigate the weeks and months ahead, the question of power will inevitably arise in our personal and professional lives. What power do we hold? How can we harness it to create meaningful change? These questions invite us to step into the full capacity of our inner strengths and outer possibilities. They challenge us to move beyond the limitations of expectation and explore new realms of creativity and influence.

To embark on this journey, consider the following practices:

1. Cultivate Awareness: Take time to reflect on your relationship with power. What beliefs and assumptions shape your perception of power? How do these influence your actions and decisions?
2. Acknowledge Complexity: Recognize the multifaceted nature of power and its impact on your life. Be open to exploring both the empowering and disempowering aspects of power.
3. Connect to Values: Identify what matters most to you. How do your values inform your use of power? Aligning your actions with your values creates a foundation for authentic agency.
4. Empower Others: Look for opportunities to share power and foster agency in those around you. This might involve mentoring, supporting, or collaborating with others to achieve common goals.
5. Embrace Possibility: Challenge yourself to envision new possibilities. What actions, conversations, or innovations can expand your sense of agency and influence?

Embracing the Paradox of Power

Power in leadership is paradoxical. It is both internal and external, individual and collective, liberating and constraining. To lead effectively, we must embrace these paradoxes, recognizing that power is as much about agency as it is about influence.

In a time when many feel powerless in the face of global challenges, leadership calls for courage, creativity, and connection. By tapping into the energy of power and aligning it with purpose, leaders can create a sphere of possibility—not only for themselves but for those they lead.

As we journey through the uncertainties of the coming year, let’s redefine our relationship with power. Let us move beyond the illusion of insignificance and reclaim our agency as leaders, creators, and change-makers. In doing so, we honor the profound truth that power, at its essence, is not something we possess but something we activate—within ourselves and in the world around us.

Notes

1.???? Scharmer, Otto. "Entering 2025: What Is Ours to Do? Meeting the Future in the Moment." Presencing Institute Newsletter, December 31, 2024. https://www.dhirubhai.net/pulse/entering-2025-meeting-future-moment-otto-scharmer-znc0e/