Leaders often view power as a purely personal quality, derived from their formal roles and titles, accreditations, skills, and experience; from the information they control and the reputation they've built; and from their charisma, resilience, and energy. But as most discover, effectively wielding power is rarely straightforward. Simply exercising control over others--the traditional concept of power--is often not the best strategy; it may not even be an option. Indeed, the most potent uses of power often involve no direct influence tactics at all. The authors have developed an approach to power that goes beyond exerting control and mobilizes others' energy and commitment. It focuses on three core dimensions: Situational power rests on the ability to align objectives, the environment, and bases of power. Relational power is about connections and coalitions: They can be a major source of support, advice, information, and resources--but if neglected or ignored, they can loom as potential points of resistance. Dynamic power involves continually adapting influence strategies to changes in organizational and social systems. The degree to which leaders draw on all three dimensions of power determines how effectively they get things done.

Power is the potential to mobilize energy. This rather neutral definition does not address the issues of how to exercise power or to what ends. The answers to these questions determine the ultimate value of an individual's power. This note is written to help readers analyze the social system in which their power exists and their influence will be used. Following the guidelines presented, a careful analysis of the social system in which an individual operates, and an assessment of that individual's desires and objectives within the social system, may help maximize the development of power and the effective use of influence.