A few weeks ago, I found myself back in Malaysia running a series of workshops for leaders from both the public and private sectors. 

One of the workshops I had been invited to facilitate was a masterclass for a group of 12 leaders from a not-for-profit government think tank. It was a super smart group of individuals whose leadership experience ranged from 2 – 15 years, so I had to make sure that my content appealed to everyone from the newer to the most experienced leaders in the room. 

The broad topic was What it Really Takes to Take the Lead. I had created several modules that would shine the spotlight on the differences between being a boss and being a leader; between formal and informal authority; between influence and manipulation; and even between power and authority. 

On the second day of the workshop, I wanted to turn up the heat. Not to the point where it made anyone feel anxious or uncomfortable, but the group was definitely ready to be taken outside their comfort zone. I decided to spend a full session getting them to reflect on the potential ‘negative side effects’ that they may have experienced or may still be yet to experience while holding power or influence as a leader. 

Whether climbing the hierarchical ladder or striving for influential roles, the allure of power can be undeniable. 

However, beneath its surface lies a complex interplay of psychological, emotional, and neurological dynamics that can exert profound effects on individual leaders and teams alike. While power can enable leaders to drive change, inspire innovation, and achieve organisational goals, it also carries considerable risk of negative side effects that warrant careful consideration. 

I divided the cohort into four smaller groups of three. Each group spent 45 minutes doing a deep dive into either the cognitive, emotional, behavioural, or neurological side effects they might experience as a result of the power they possess. I allocated each group to one of the specific side effects and they then shared their reflections in a 15-20 minute mini group presentation to the rest of us. It was a great way to spend the two hours between morning tea and lunch. 

I had prepared some slides and they had access to some high-level content in their workbooks to help get their thinking started particularly around formal authority, expertise, control over resources, charisma, and interpersonal relationships. 

When power is misused or abused, it can lead to employee resentment, lack of trust, and ethical misconduct. 

I reminded the group that it is therefore crucial for leaders to wield power responsibly, with a focus on ethical behaviour, transparency, and accountability. 

I encouraged each of the groups to consider how the so-called negative side effects of power underscore the importance of self-awareness, humility, and ethical leadership practices in mitigating the potential downsides of holding positions of authority within their organisation. I really wanted them to recognise the impact of power on their thoughts, emotions, and behaviours, while striving to leverage their influence in ways that promote positive outcomes for both themselves and their teams. 

The group presentations were super strong, vulnerable, and on point, which was exactly what I had envisaged from this particular group. 

Cognitive side effects can include an increase in stereotyping, hypocrisy, and over confidence. 

Another one of the most notable potentially negative side effects of power is the emergence of confirmation bias. As individuals ascend to positions of authority within organisations, they may develop a propensity to seek out information that aligns with their preconceived beliefs or preferences while disregarding contradictory evidence. 

The research indicates that this type of cognitive distortion can hinder critical thinking and decision-making processes, leading to suboptimal outcomes and organisational blind spots. 

Power can certainly instil leaders with an unwarranted sense of certainty in their judgments. Additionally, power can induce tunnel vision, causing leaders to prioritise their own goals or interests at the expense of broader organisational objectives. This narrow focus can impede innovation and adaptability, stifling creativity and limiting the organisation’s ability to respond to changing market dynamics. 

The emotional toll of power can manifest in various ways, profoundly impacting a leader’s well-being and interpersonal relationships. 

Emotional side effects will often include a decrease in compassion and becoming less attuned to other people’s struggles. Researchers have observed this empathy deficit as being prevalent among individuals in positions of power. 

As leaders become increasingly insulated from the day-to-day experiences of their team members, they may struggle to empathise with their colleagues’ perspectives or emotions, leading to a disconnect and eroding trust within the team. Furthermore, power can exacerbate emotional volatility, heightening a leader’s reactivity to stressors and challenges. 

This diminished emotional regulation can also result in outbursts of anger, frustration, or impatience, further straining workplace dynamics and undermining team cohesion. Moreover, the burden of power can engender feelings of isolation and loneliness, as leaders grapple with the weight of their responsibilities. 

Dominance and control often characterise the behaviour of individuals wielding power within an organisation. 

Behavioural side effects such as a decrease in social conformity or an increase in risk-seeking  behaviour can have far-reaching consequences for organisational culture and performance. 

Driven by a desire to assert their authority, powerful leaders may exhibit controlling, domineering, or micromanaging tendencies, stifling creativity and autonomy among their team members. Such behaviour will not only undermine employee morale and engagement but it will also hamper productivity. 

Studies have revealed that experiencing power can induce structural and functional changes in brain regions associated with reward processing and social cognition. 

Neurological (or neurochemical) side effects can include increases in aggression, decreases in cortisol levels (and thus the ability to buffer against stress), and increased feelings of self-worth. 

Notably, power has also been linked to unethical decision-making. Additionally, the chronic stress associated with power can have adverse effects on brain function, contributing to cognitive deficits, and increased susceptibility to mental health challenges. 

As each of the groups in the masterclass demonstrated, while power can serve as a catalyst for organisational success and personal achievement, its inherent risks and potential side effects warrant caution and scrutiny. 

As leaders navigate the complexities of power dynamics, cultivating self-awareness, humility, and ethical leadership practices are paramount. 

By acknowledging the potential negative side effects of power and adopting a mindful approach to its exercise, leaders can foster a culture of transparency, integrity, and collaboration. 

In essence, while power may hold the promise of influence and authority, its true measure lies in the ability to wield it responsibly, with a keen awareness of its potential consequences on oneself and others. 

Remember, Hellomonday provides coaching and support to every leader, prioritising development initiatives that result in long-term sustained learning and change, reinforcing habits through curated learning and impactful coaching, and ideally helping leaders mitigate the adverse effects of power, promoting sustainable organisational growth and resilience.