Real Power: Stages of Personal
Power in Organizations
by Janet Hagberg
Completed September 2000
I think Janet Hagberg has a very clear understanding of leadership. Although I didn't agree with everything she said, I found her overall theory of power and its stages to be compelling. And in particular, I think she has profound insight into some fundamental aspects of leadership and power. There are two that really resonated with me: (1) "Leadership always comes back to the issue of character, of deep foundational values" (p. xvi); and (2) the recognition and realization that power is infinite -- the more you give it away, the more of it there is -- is a critical turning point in leadership.
Hagberg had many other nuggets, some of which bear repeating here. "They [leaders] incite differences of opinion because they know it fosters better thinking" (p. 87). This resonates with one of the "deadly sins" of the CEO -- to want harmony at the expense of the discord and discussion which leads to better decision-making.
Hagberg also talks -- in several places -- about the fact that while leadership requires great interior strength, it isn't arrived at alone. We need to find guides, and that can be difficult: "It is indeed a humbling experience for leaders to admit that they need to let someone else lead them, but that's one of the paradoxes of moving to Stage Five [a more powerful type of leader]" (p. 97). And later, "To be a soul leader, you must change your focus from leading to being led. And this cannot hapen without an ever-deepening spiritual base" (p. 245).
Implicit in all of this, I suppose, is the realization that power and leadership are not the same thing. Power comes from the organization, while leadership comes from within. "The quality of the person is what determines true leadership, not whether he or she is in a position of authority" (p. 150). And more specifically, "Management makes the system hum, attends to facts, motivates others, completes projects in a timely fashion, controls budgets, connects systems, sets goals, and builds teams. Leadership, on the other hand, sees the larger context, looks for quality relationships with followers, holds dialogues, and thinks of ethical considerations" (p. 151).
I found Hagberg's comment that, "A majority of our leaders, both in elected and organizational positions of power, are not true leaders who operate consistently with integrity. They are predominantly Stage Three leaders whose major goal is their own success" (p. 152), to be interesting for a couple of reasons. First, I think it is so true. More importantly, though, it implies that leadership should be more selfless -- that selfishness is an impediment to it.
Finally, Hagberg has a couple of very worthwhile lists:
The major characteristics of TRUE
leaders.
-- True leaders: follow a vision, a purpose, an ideal.
-- True leaders: allow for win-win, not just win-lose.
-- True leaders: empower others, not themselves.
-- True leaders: have balance in life, between work, community
and family.
-- True leaders: can be vulnerable and reflective.
-- True leaders: treat women, men, and minorities as equals.
-- True leaders: ask why, not how.
-- True leaders: have a spiritual connection to power within and
beyond.
-- True leaders: see the bottom line as a means to a larger
organizational purpose, not an end in itself.
-- True leaders: live with integrity as their hallmark (p. 153).
13 steps to becoming a leader:
1. Be accountable.
2. Assess your leadership journey.
3. Practice vulnerability.
4. Play without feeding your addictions.
5. Experience solitude regularly.
6. Try one new artistic endeavor.
7. Travel as far from home as possible.
8. Take your spirituality seriously.
9. Find a mentor at the fringe.
10. Find peace and inteimacy in your relationships without
avoiding conflict.
11. Embrace your shadows and childhood wounds.
12. Discover your passion.
13. Accept your calling (p. 232).