Kinds of power: knowing yours, noticing others
Not all power looks the same. James Hillman, the archetypal psychologist, explored power not as a single force but as something that takes many forms, each with its own purpose, risks, and style. In leadership and life, understanding the variety of powers we hold, and those others use, helps to build trust, embrace difference, and create meaningful influence. When I first came across his work in the 90s it opened a whole new world of possibilities and insights into the idea of powers. Until then I think I’d experienced power as either having it or not, he brought more nuance and thoughtful application.
Hillman pointed to several types of power: the power of position or role; the power of presence; the power of insight and imagination; the power to name; the power of refusal; and even the quiet power of withdrawal. These aren’t hierarchical, and no one type is “better” than another. They are contextual - what works in one moment may be completely wrong in another.
For example, the power of naming - offering language to a situation - can be clarifying and connecting. But it can also be used to dominate or define others unfairly. The power of refusal - saying no or stepping away - can be liberating or disruptive. It’s all in how and when it’s used.
The key is to develop choice and therefore flexibility in our use of power. Too often there is a default to the kind of power that feels most natural to us. Maybe my preference is strategic influence, or maybe tending to rely on quiet presence. But if I can only access one kind of power, one choice (which is no choice) I risk becoming ineffective - or even unknowingly oppressive.
I recently had the pleasure of working with a senior manager who was known for their calm, listening presence. They rarely spoke in meetings, but when they did, it carried weight. In a crisis moment, though, their team needed clarity, decisiveness, and visible direction. It was a stretch, but the manager learned to tap into the power of naming and found their authoritative voice, not abandoning their usual approach, but expanding it. That shift gave the team what they needed and deepened their respect for the leader’s adaptability.
For leaders who choose to develop their skills, whether through applied practice, a development opportunity or more conscious coaching, I see the opportunities being offered to enhance the capability to switch between a range of authoritative, convening and facilitative interventions, this conscious ability to read the context and be agile in response is a critical tool for effective use of power.
It also matters that we become skilled at noticing how others use power. Not everyone leads with authority or vision. Some lead by listening, creating space, or withdrawing from the dominant narrative and co-creating alternatves. If we only recognise power in the loudest voices or most visible positions, we miss a lot of what’s actually happening in a group or system.
So here’s the invitation: consider your preferred power. Be curious about the others. Ask yourself:
· What kind of power do I reach for first?
· When does it serve me well - and when does it fall short?
· What forms of power do I find hard to trust in others?
As Hillman might suggest, power isn’t just something you have - it’s something you practice. With awareness and flexibility, it can be a gift to your work, your team, your family and yourself.
This blog series is an invitation into curiosity, honesty, and deeper leadership. We’re glad you’re here.
Nick Ellerby is a coach and Co-Director at Oasis Human Relations, one of a group of thirty plus practitioners working in partnerships across sectors as coaches, hosts, convenors, speaking partners, facilitators, researchers and changemakers.
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