Power issues are at the heart of many of the challenges leaders face. Grappling with relational power dynamics is particularly tricky as organisations and teams integrate to 'co-produce' services in pursuit of better quality and efficiency. I notice this as I work with leaders who are working across public, private and voluntary sector organisations where there are obvious power differentials.
Some leaders fear a loss of positional power that organisational change can bring, while others worry about their omnipotence in the face of decisions that affect livelihoods. When leaders get bogged down in inter-organisational power issues it is often because they (sometimes misguidedly) are trying to protect the interests of their organisations.