The need for two fundamental resources has underpinned power throughout history:

“When leaders express humility, the quality of team members’ contributions increases, together with their job satisfaction and retention, and their engagement and learning orientation.”

“Power fascinates and repulses us at the same time.”

Most people harbor significant misconceptions about how power works and how individuals or groups acquire it. These fallacies can impede recognizing and averting abuses of power. They also impede people’s efforts to gain more con...

“[Power] seems like fire: bewitching, but capable of consuming us if we get too close.”

“Far from being fixed, power relationships evolve over time as the parties engage in…moves and countermoves.”

“Collectively, our misunderstanding of power is catastrophic, because it makes us less likely to identify, prevent or stop abuses of power that threaten our freedoms an...

“Too great a power imbalance is dangerous, not only for the disadvantaged, but also for those at the top because it motivates action against the status quo.”

“Power exists only in the context of a relationship. No one is ever powerful or powerless in general.”

“The primary driver of our desire for power is not the desire for influence over the lives of others, but rather freedom from the influence of others over us.”

• To make a difference in the world, you need to understand the dynamics of power.
• Control over resources is the foundation of power.
• Power is morally neutral, and it is each person’s choice to use it to...

“[The practice of] power-sharing and accountability accomplishes two objectives: It doesn’t let power go to the leader’s head, and it improves the effectiveness of the group.”

“Having many connections is not the only way a network gives you power: You can also control access to valued resources by being the in-between, the information broker between networks.”

Creating a power map requires observation. Take note of others’ behaviors and interactions to r...