With leadership comes power, and with power comes responsibility.
What about love? What role does love have to play in the leadership, power and responsibility triangle? (And remember love, in this context, means genuine care, nurture and passion as described in this post). If you have not read it – it might be helpful to read it now.
I have observed that in many organisations that support our Focus Group, when it comes to power, the balance between fear and love leans far too heavily towards fear. (There are so many reasons for this that it probably requires a separate book).
In cracking the community leadership code I believe that if we, as leaders, have the courage to replace fear with love we will reframe our perspective on both. This is because of the power of love.
The power of fear is woven into all elements of society from our first day at school and it filters down to the most vulnerable to increase their (already often high) anxiety. Consider, for example, the challenge of boundaries in organisations. Which is better – encouraging people to do the right thing or making them afraid to do the wrong thing?
I believe that creating an atmosphere where the power of love can thrive will mean that we can begin to make it safe for everyone to talk about boundaries, and recognise that a boundary should above all be based on common sense, and does not always have to be imposed through fear.
Usually, a sanction that is imposed through genuine engagement and love is not really an event that raises anxiety beyond a level that is harmful.
Good enough parents and good enough teachers do it all the time. The more love that those who are being led perceive, (or experience), the better chance that they will accept that the person who has authority, and who is responsible in his use of power has a right to impose the boundary.
This is because the boundary-setter and the boundary-receiver are in relationship – one of our root foundations.
Of course, I can be oppositional for a variety of reasons – it could be because of my own need to dominate or even just get attention.
However, if I am a reasonable worker I will generally accept the power differences that are part and parcel of all community organisations. This is particularly true if I feel a relationship with the person in authority and a sense of belonging in the organisation itself. The reasons are that 1): I appreciate and need leadership, and 2): in our culture there is an almost natural order of power where whoever gets to be the boss is in charge.
But if I am a leader that wields power irresponsibly, and/or asks people to take on responsibilities without giving them power, there is a far greater chance that workers will be oppositional, or cynical, and have low morale.
And I find that both go hand-in-hand. That is, if we use power wisely, respectfully and responsibly we are more likely to give people the resources (that is, the power) they need to carry out their responsibilities effectively.