Sources of Leadership Power Stress (Part 1)

 Sources of Leadership Power Stress (Part 1)

"One experience that arises from the use of influence and sense of accountability felt in leadership roles is power stress." - (Resonant Leadership, Harvard Business School Press, 2005; Richard Boyatzis and Annie McKee)



One must use influence or power to be a leader. To make things happen, one must influence other people. It has to do with accountability to the organization. Leaders are constantly being observed and assessed. The sense of pressure and tension is increased by all of these factors.



Those in charge of organizations seldom have an easy time making decisions. Making decisions and communicating are quite complicated processes. Even worse, leaders are frequently expected to guide subordinates and produce outcomes despite having little formal power.



Without a question, being at the top is lonely. While it is well recognized that forming relationships with people reduces stress, leaders are chosen because of their intense desire for success and power. A leader who is under pressure will put in more effort rather than try to help others.



Moreover, the feedback becomes less genuine the higher one ranks. CEO illness is a condition when distorted or diluted feedback is sent up the chain of command to leaders.



Sources of Stress in Leadership Power



These are some specific stressors that are particular to those in positions of leadership. Stress levels are higher for leaders because they



- Need to weigh complex and contradicting evidence before making significant decisions.

- Need to exert influence on people they don't have much authority over

Possess a strong desire for power

- Prioritize success and power over ties to other people

- Need to consistently produce results no matter what

Absence of honest and practical criticism from others

- Always put out fires and handle emergencies

- Must accept accountability for even uncontrollable occurrences

- Are more noticeable to consumers, the general public, and stakeholders

- Are continuously assessed by colleagues, boards, and rival organizations

- Need to maintain self-control at all times

- Must prioritize the organization's needs over individual desires and emotions.

- They are employed by companies that promote long hours and selflessness.

- They labor for companies that don't prioritize rest, recovery, and rejuvenation.



Excessive stress has a negative impact on the immune system and can result in disease-causing physiological conditions. Even worse, psychologically damaging conditions are brought on by power tension.



A leader may isolate themselves in an attempt to ward off stress. On the other hand, he or she might act inconsistently and inappropriately when expressing rage or other emotions. In an attempt to get more done, the leader could put in twice as much work and overlook crucial input from others. People become even more hostile as a result, thinking the leader is haughty and unresponsive. Without a doubt, the stress of leadership power comes at a significant cost.



A leader who experiences power stress transitions from resonance to dissonance. This results in a loss of trust and, as a result, a reduction in the authority over the troops. As a result of poor performance, the leader eventually burns out and loses their effectiveness.



The Sacrifice and Renewal Cycle



Stress related to power is not the only issue. It has always been a reality for leaders. The issue is insufficient time for recovery. On the field, there is no half-time break. Even while there will always be pressure and stress, there has to be more focus on organizational and personal recovery.



Leaders continually give their lives for their jobs. Certain leaders have acquired the ability to intentionally and purposefully break free from harmful patterns in order to rejuvenate their mental, emotional, and physical self.



Leaders that are adept at handling the cycle of sacrifice, stress, and rebirth are also aware of what it takes to make things better. Their ability to inspire others and themselves stems from their optimism, values-driven approach, and interpersonal skills.



Without mastering stress and rejuvenation, they are unable to accomplish it. Keeping an eye on the mind, body, heart, and soul is necessary for this. These capable leaders understand that they won't have the energy to manage others or sustain resonance if they don't take care of themselves first.



This is the first of two parts in author Patsi Krakoff's article on Leadership Power Stress. We look at ways to reduce power stress in part 2.

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